Do you like pizza? Are you interested in Kanban? Do you want to focus more on delivering value quickly and effectively If so, there's no excuse for skipping this game!

In the Kanban Pizza Game, you will experience firsthand the benefits of a Kanban System, by simulating the frantic pace of ordering pizza. The Kanban Pizza Game demonstrates the path from an existing process to a Kanban System and starts right where you are unlike other Kanban games that usually focus only on the flow of an existing Kanban System.

You will learn to use the five basic practices of Kanban which are, visualize the workflow, limit Work-In-Progress, manage flow, make process policies explicit & minimize waste, and keep up with customer demand and at the end understand how Kanban and its evolutionary approach to change can be applied to software development. The game is fun, the activity level stays high and it offers a complex simulation that includes changes in flow, while the difficulty progresses.

Whether you are a novice seeking to learn Kanban in a memorable way or a seasoned practitioner looking for a great simulation to teach Kanban to others, this is the session for you.

“I have not failed. I’ve just found 10,000 ways that won’t work.”
Thomas A. Edison

We have all experienced that ineffective or boring or respective retrospective that does nothing and goes nowhere, right? You often find yourself wishing the retrospective was cancelled. Here is the good news, let me show you how to make your team’s retrospective memorable event.

In this session, you will learn how to facilitate retrospective that are not only actionable but most importantly, loved by all. If you experience repetitive retrospective, this is the session to add more exciting and refreshing exercises/games to your tool bag.

Is your daily scrum lethargic? Does your team often accomplish the sprint goal? Does it ever?
How often have you heard the development team recite the 3 questions every day yet fail to finish the sprint?

When the focus is on an individual’s progress and task, the success of the sprint depends on an individual team member to execute the work. Team members who focus on their own tasks and concerns often have little interest in the bigger picture: the team commitment. However, a team who understands the value of the daily scrum can use it to have a successful sprint.

The value of a daily scrum to create high visibility progress and a short, focused feedback loop is not realized in many Agile teams. The Daily Scrum then becomes more of a status update, adding little value to anyone, let alone the project.

During this session, participants will learn how development teams can shift the daily scrum from a status meeting, to a high impact ‘just in time planning’ and synchronization. By varying the questions asked and setting daily achievable team goals, teams quickly shift into higher performance and workplace happiness Using examples and data from real teams, participants will learn how to restructure the daily scrum to improve their team success and performance

A scrum master's exhibits leadership style described in McGregor's theory X or Theory Y. The Scrum guide describes a Scrum Master as "responsible for promoting and supporting Scrum as defined in the Scrum Guide and they do this by helping everyone understand Scrum theory, practices, rules, and values"- A servant- Leader. Servant-leadership focuses on collaboration, trust, empathy and the usage of power ethically.

Servant-leadership is something lots of Scrum Masters struggle to balance. For some, they take that literarily and will often run after their team, while some still have the command-and-control mindset.

Does you Scrum Master encourages collaboration among the teams or act as a gate keeper? Or perhaps your scrum master is the type that usually brings round the coffee and biscuits. Which is your scrum master? A postman, Seagull or Scrum Mum?

How many times have you heard the Development team recite the 3 questions every morning and still fail to finish the sprint? . Daily Scrum is an avenue for the team to synchronise and not give status update. And when a team understands the value of the Daily Scrum, it can help drive the sprint’s success. During this session we will introduce participants to some tools to achieve this.

Development teams new to Scrum are introduced to a number of routine meetings that come with the framework. One of these is the Daily Scrum, or often referred to as the Daily Standup or Standup in short - a 15 mins timeboxed meeting. The purpose of this meeting is to synchronize the status of the development team and to do this in a short and focused manner. Sadly, the Daily Scrum becomes more of a status update.

The team answers three questions or similar variance;

• What did I do yesterday?
• What will I do today?
• And any impediment?

But when the focus is on an individual’s performance (which is what the 3 questions are about), the team depends on individual team member to execute the work. Also, Individuals are focused on their own tasks with their own concerns and have little focus on the bigger picture.

However, by varying the questions asked and setting daily achievable goals, the daily scrum could be used to drive the success of the sprint but most importantly, product delivery.

The topic was formulated based on data gathered from working with Development teams (new and mature) over a period of time. I will be sharing data of before and after coaching the team on how to restructure and make their daily scrum productive.