Almost everyone has had a pivotal moment that, on reflection, you realise was the catalyst for you to change the course of your life.

After working in retail for over 15 years, I had one of these moments that lead me to persue a career as a developer, through the developHER program at MYOB.

I will be sharing my story of successes, failures and many MANY learnings which I hope can help or inspire you or someone you know on their tech journey.

We all started our agile journey with some recommended template practices years ago. Over many many retros some of the practices persevered, pivoted or perished. In this talk I would like to share a team's experiment on why and what happens when you hit the hard reset button.

Lean change management is an approach to organisational improvement and transformation that uses lean startup principles to drive change. Collaboration, feedback and experimentation allow us to make small and incremental changes that we can measure and learn from and counters the big bang approach that so often makes change painful.  Embarking on a journey of discovery and change, we have adopted lean change management and applied it in ways that have created real change at MYOB. We will share our experiences to give you the tools to both assess if lean change is suitable for your organisations, and how to get started if it is.

To make our products great, we can use the build-measure-learn cycle to drive continuous improvement with a lean startup approach. An approach to making our teams great is the plan-do-check-act cycle. Both "measure" and "check" imply the use of data to inform our decisions. To counter the common retrospective anti-patterns we see around actions that never get done, we can take these principles and ensure we are really adapting and not just inspecting. When running improvement experiments to improve the way the team works it is crucial to use some form of data to verify that the change has moved you toward your target condition. To do this effectively, we need to go beyond output focused measures and focus on metrics that tell us about the outcomes we are trying to reach. We can’t, and shouldn’t, measure everything, so I will explore what to measure, and discuss some common ways of capturing, visualising and using the data for team effectiveness. These aren’t metrics for managers and they aren’t metrics to compare teams.