Product managers and software developers often have different ideas of what Agile is and can be. There is also a strong bias in the Agile industry to treading the known territories of the past over innovating and improving towards better.

In today’s session we play a game that challenges us to think differently about what agile is and can be. We want to show you different ways of working and generate ideas that you can take back to your teams to drive further and better improvements.

Things you will learn from this session;

• Is Scrum a best Practice?
• Are estimates waste?
• Do we know what value looks like?
• How does improvement happen on teams?

We are going to play a game.

In this game we are going to pitch Scrum teams against other non-scrum teams and see who can do a better job of delivering customer value early and often. Come along and learn something new about how systems and frameworks help or hinder people’s ability to delivery good outcomes.

Come and join a team. Have fun. Learn something unexpected and be delighted.

The #NoEstimates movement has been going since about 2011 and challenges us to think differently about planning and estimating, and how we organise teams. In 2013 Chris Chapman invested a game to play that investigates the value of estimates and how they can help or hinder us. This game’s pay-off is wider than estimates though and can teach through experience how systems and frameworks help and hinder us.

This game dives into how we interact with systems and processes, as well as estimates, and enables us to think differently about how we act within the governing frameworks our workplaces provide us.

For the last few years, I have been diving into what Collaboration really means. I have been collecting stories and examples and discovering patterns across our industry.

In this session, I walk the room through a Collaboration workbook where participants think about Collaboration via a series of different lenses. We will ask ourselves what collaboration means to us, and share our stories of great collaborations we have been a part of.

I will also share aggregated data from my research and share my own insights.

Roundtable questions such as:

* What type of CTO are you now & have been before
* How you become a CTO
* What skills you had to work on
* What skill you’re still working on
* What’s the hardest part of the role
* What has surprised you with the role
* Has your role changed over time (or at different companies)
* What are the challenges you’re currently dealing with
* Advice for anyone wanting to get into a CTO type role

In this session, I will be describing what good management looks like for agile teams and organizations.

I will present a handful of frameworks for thinking about management, and marry them up to my observations over twenty years of managing experimenting on people in technology-oriented businesses.

I will present examples of good management practices and challenge a few assumptions about what good management requires.

In this session, I will be describing what good management looks like for agile teams and organizations.

I will present a handful of frameworks for thinking about management, and marry them up to my observations over twenty years of managing experimenting on people in technology-oriented businesses.

I will present examples of good management practices and challenge a few assumptions about what good management requires.

This session is a guided walk through collaboration; what it is, why it is valuable and what areas you should focus on to improve your collaboration capabilities.

The purpose of the session is to help participants put some structure around the thinking and to help develop a roadmap for maturing collaboration at their workplace.

Online survey: https://goo.gl/forms/t5piVegrHQrCU2gD2

Slides: https://www.slideshare.net/craigwbrown/collaboration-workbook

This session is a guided walk through collaboration; what it is, why it is valuable and what areas you should focus on to improve your collaboration capabilities.

The purpose of the session is to help participants put some structure around the thinking and to help develop a roadmap for maturing collaboration at their workplace.

This session is a guided walk through collaboration; what it is, why it is valuable and what areas you should focus on to improve your collaboration capabilities.

The purpose of the session is to help participants put some structure around the thinking and to help develop a roadmap for maturing collaboration at their workplace.

This session is a guided walk through collaboration; what it is, why it is valuable and what areas you should focus on to improve your collaboration capabilities.

The purpose of the session is to help participants put some structure around the thinking and to help develop a roadmap for maturing collaboration at their workplace.

TBC

This session is a guided walk through collaboration; what it is, why it is valuable and what areas you should focus on to improve your collaboration capabilities.

The purpose of the session is to help participants put some structure around the thinking and to help develop a roadmap for maturing collaboration at their workplace.

In this session, I will be describing what good management looks like for agile teams and organizations.

I will present a handful of frameworks for thinking about management, and marry them up to my observations over twenty years of managing experimenting on people in technology-oriented businesses.

I will present examples of good management practices and challenge a few assumptions about what good management requires.

An introduction to the event.

What to expect and how to participate.

An introduction to the event.

What to expect and how to participate.

You adopted Agile methods ten year ago. What’s going on now? This is one company’s example.

We adopted Agile practices in 2007 and in the process we have tried and screwed up many things. But we have also gotten a lot right. We believe we have a valuable story to share. For one, we are a fast growing company, rapidly increasing our revenues and staff size. We are also maintaining a great reputation with our staff as an employer they love (see our Glassdoor rating of 4.4/5).

This talk will address questions including:

• What are you talking about after 250 retrospectives?
• What does leadership look like? What do managers do?
• What principles drive organisational design? And how does our organisation evolve in this context?
• What compromises do you make and how do you deal with them?
• How do you handle challenges like distributed teams?

In showcasing one example of mature Agile, this presentation will help people to think about decisions they make as their company evolves. It will highlight the things that underpin Agile maturity – including behaviours, values, and communication.In so doing, I will demonstrate that Agile maturity isn’t dependent on pre-canned models like SAFE and LESS. Agile maturity opens new challenges – and the realisation that there isn’t an end state, just new kinds of challenges.

Norman Bodek's mission is to teach managers how to teach their employees how to be successful in life and also to teach teachers how to teach their students how to be successful in life. 

Takashi Harada, a track and field coach, in Osaka, Japan developed a new methodology to lead underachievers to become winners. His students won 13 gold medals, best in all of Japan, and the school went from the worst to the best out of 380 schools. HIs methodology has been taught to over 60,000 people. Shohei Otani a student at high school and also followed the Harada Method, setting a goal to pitch in the Japanese baseball major leagues. He also set a goal to pitch at 99 miles an hour. He attained his goals and was selected into the majors. After just three years, he was Japan's best pitcher, throwing at 103 miles per hour, selected as most valuable player and rumored that the New York Yankees were willing to pay 20 million dollars to get him. The Harada Method might not get you into the major leagues but it will surely help you rise to your maximum capabilities. You can be a hero of your own life when you can learn how to set goals and how to attain them.

Norman Bodek has co-authored a book with Mr. Harada titled The Harada Method - the Spirit of Self-reliance. Self-reliance allows people to operate at their highest level of skill.

Norman played a prime role in introducing Lean to the West. He started with Vern Buehler the Shingo Prize and is a Shingo Prize winner. He was a frequent keynote speaker on Quick and Kaizen, Lean manufacturing and the Harada Method. He has written hundreds of articles; and when he owned Productivity Press he published a 100 Japanese management books in English, over 250 published books on productivity and quality, and has written seven books including his How to Do Kaizen and the Harada Method.

Peter Michael Senge  is an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning. He is known as the author of the book The Fifth Discipline: The Art and Practice of the Learning Organization 

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.

How does your team improve? What are the limits to what you can do? Have you set your sights high enough?

We are in this together in everything. We need to improve as a team, as well as deliver work products together. 

Furthermore, best practices lead to dead ends and bad practices. Don’t seek a standard pattern that will drag your team and work towards mediocre. Seek to do better than what you do today. Never stop seeking. Think mindfully about your situation and work to improve from there.

A key thing about this talk is that I won't be telling you how to do your job better. I'll be helping you do that more effectively.