"Everyone is already doing their best; the problems are with the system … only management can change the system." —W. Edwards Deming

Everybody is talking about Systems thinking these days. But what is "systems thinking" really? And how can we practically use it to get tangible benefits in solving complex organisational problems? Value stream mapping is a very powerful systems thinking tool used to give us a bird's eye view and help us identify key components of the system/organisation that need to be changed in order to optimise the whole.

In this session, we will run a simulation of an actual value stream mapping workshop to solving complex organisational problems such as DevOps transformation. After a short presentation, the facilitator will help each table to identify a value stream, then the teams will work together and map their value streams on wall pads.

You will take away practical tools that you can use the next day in your organisation that will impress everyone and provide tangible benefits for your team/company.

We will explore concepts like:

- Lead time

- Process time

- Percent complete and accurate

- Activity ratio

- DevOps

"Everyone is already doing their best; the problems are with the system … only management can change the system." —W. Edwards Deming

Systems thinking is a very powerful approach to have a holistic view of the system/organisation and optimise the whole. Value stream mapping is a very powerful systems thinking tool used to identify the most important parts of the system/organisation that need to be optimised. In this session we will use collaborative learning technique to learn value stream mapping and systems thinking in action.

We will explore concepts like:

- Lead time

- Process time

- Percent complete and accurate

- Activity ratio

- DevOps

“In theory, theory and practice are the same. In practice, they are not.” ~ Albert Einstein

In most organisations adopting Agile practices is a very difficult task and is impeded by numerus systemic barriers. Many organisations are only getting marginal benefits from their Agile practices compared to orders of magnitude improvements promised by Agile case studies. This is because usually Agile practices are applied superficially rather than fundamentally changing the system to support Agility.

In this session we are going to use collaborative learning techniques to learn how to use systems thinking in identifying systemic barriers to Agile adoption and removing them. We will experiment with techniques to fundamentally change the organisational context and shape the environment to increase agility. We are going to explore concepts including:

- How to deal with budget limitations
- How to change toxic leadership
- How to deal with technology and architectural limitations
- Is the position of Scrum Master actually an impediment in Agile adoption

"Getting the job done" is a super fun agile game designed to simulate applying Scrum in an environment with various impediments (Just like the real world). There are various levels of impediments baked into this simulation, some are trivial and some are systemic impediments.

The goal is for the attendees to learn in an agile environment it is not enough just to focus on doing their job and they need to actively identify and remove impediments.

Ultimate Giveaway:

• One person will get FREE course valued at $1400 (your choice of SAFe Certified Scrum Master or SAFe Certified DevOps Practitioner)
• Everyone gets 50% off all Sprint Agile courses.

In Lean Agile transformation journey people and organisation faced three common issues:

• Struggling in Adopting Agile practices without embracing the values and principles
• Identifying the level of Agility that is required
• Lack of a clear model for continuous transformation

Doing Agile can be achieved overnight, but being Agile is a longer journey. Without the right mindset, it can be incredibly difficult to deal with complex issues in empirical environments and uncertain situations.

level of Agility that is needed for a business depends on many internal and external factors like nature of the market, level of competition, the maturity level of industry, etc. This means some organisations need to be more Agile than the others. The Transformation journey often is misleaded by having the wrong assumption of all organisations and people need to reach to the same level of Agility.

MLAMP (Mazdak lean Agile Maturity Pyramid) is the first three-dimensional Agile Maturity Assessment which helps individuals and organisations (regardless of their type and size) to

• Identify what level of Agility is needed? (the why)
• Transit from the Shu (Doing) level and ultimately reach to the Ri (Being) level?
• Transform less Agile organisations and people to more Agile ones?

In Lean Agile transformation journey people and organisation faced three common issues:

• Struggling in Adopting Agile practices without embracing the values and principles
• Identifying the level of Agility that is required
• Lack of a clear model for continuous transformation

Doing Agile can be achieved overnight, but being Agile is a longer journey. Without the right mindset, it can be incredibly difficult to deal with complex issues in empirical environments and uncertain situations.

level of Agility that is needed for a business depends on many internal and external factors like nature of the market, level of competition, the maturity level of industry, etc. This means some organisations need to be more Agile than the others. The Transformation journey often is misleaded by having the wrong assumption of all organisations and people need to reach to the same level of Agility.

MLAMP (Mazdak lean Agile Maturity Pyramid) is the first three-dimensional Agile Maturity Assessment which helps individuals and organisations (regardless of their type and size) to

• Identify what level of Agility is needed? (the why)
• Transit from the Shu (Doing) level and ultimately reach to the Ri (Being) level?
• Transform less Agile organisations and people to more Agile ones?