How do you know if you’re really agile? Like predicting the weather, complex human systems need data analytics and statistical models over simple reporting, to understand what creates business agility from human behaviour. This is the world of psychology, statistics, human behaviour models. It’s how medicine predicts if you have factors that predict heart attacks or if children are likely to have developmental delay. It’s time to apply this to agile teams to growing a true agile mindset.

This talk looks at the psychology of human behaviour and data analytics to provide a playbook for measuring and improve an agile mindset in teams to underpin true business agility. It looks at 10 years of longitudinal data, both from software and non-software agile teams, and large scale agile transformation initiatives, and the model that’s now been produced to help coaches and the enterprise become more agile.

Many organisations are built to thrive in a 20th century business environment: a time marked by relative stability, low levels of competition, and where a focus on efficiency was a proven and repeatable recipe for business success. The 21st century, though, is anything but stable.

21 century businesses operate in environments of volatility, uncertainty, and high levels of complexity and radical change. Customer’s expectations can change rapidly. New products emerge quickly. Governments change legislation. Social media giants change content sharing policies. Google changes how it indexes content. Hyper-competition means that the old approach is not enough. Many turn to Business Agility and new business models that promise capability to optimise for adaptability to their environment. And yet, most agile transformations fail.

In this talk, we will explore the business models that help organisations to thrive in this new world based on real world agile transformation case studies. We’ll look at where they succeeded, where they failed, how they managed their transformation risks, and the 4 key enablers of Business Agility that helped them juggle the balance between a traditional hierarchy to support internal stability versus the adaptability in networks of teams for agile product management.

UX is about discovery. Agile is about delivery. The two worlds seem so very far apart. How then, can you make the DTA's Digital Service Standard work for you without creating silos or creating more quality gates and just doing iterative waterfall?

In this talk, we'll demystify the DTA's Digital Service Standard and take a deep-dive into a pragmatic re-interpretation of UX and Agile in terms of:

• What does the DSS really ask of agile teams?
• User-centred agility
• Product management lifecycle vs project management lifecycle
• Lean UX at scale
• Discovery as an ongoing practice for agile teams
• Advanced practices for UX in agile
• Integrating the DSS into teams' Definition of Done
• DSS and working with SAFe
• Assessing a program of work against DTA's DSS

Isn't Kanban just post-it notes on walls? Maybe they're powerful ways of working that can be applied to any process.

Come and learn the power of Kanban and Lean through a fun, interactive simulation involving pizza and teams.

In this workshop, we'll be making (paper) pizza in teams, defining the workflow you create, and learning how to use WIP limits, and other key metrics, to see which pizza team can deliver the most pizza!

The Australian National Census is the biggest public event for the Australian Federal Government. Run every 5-years, there is now the realisation that technology moves so quickly that drones and even AI might be needed.

How do you plan for and execute an event of this magnitude in the face of rapid social, economic and technological change?

Usually, this mammoth program of coordinating people and software starts with upfront research and lasted several years. Previously, the program tried to research everything to make the unknown known. Decisions made early on technology became outdated. Processes defined early were unable to adapt to the pace of change and new learning. Fortunately, this time around, value over the need to know everything drives the whole program. This time around, the whole effort will be run with Nexus: a scaled agile framework.

Big programs? Lots of teams? What works and what doesn't when it comes to delivering and aligning agile team delivery with program/portfolio outcomes with the good and avoid the ugly and bad of risks and the pain of change?

Out of experiences with agencies like the ATO, DHS, ABS, AUSTRAC, Health, AIS and more, you'll hear the lessons learned from using SAFe, LeSS and NEXUS, including:

• Engaging SES and ELs to prepare them to lead agile teams
• How to scale with agile
• What's needed to make scaling agile work, including the role of the PMO
• They key to transitioning old roles to new agile roles
• What managers do in scaled agile
• Looking beyond software development to agile in the business

Agile is loopy. Nature is loopy. It has no straight lines. Even the whole universe can be explained through quantum loop gravity. Many of us used to work within linear end-to-end processes but now work in loops. But what does working in loops really mean?

Come and learn why agile is loopy. Come and look beyond Scrum to learning and user engagement loops and hear why Product Management and Design Thinking must be at the heart of an agile mindset if we're truly to *be* agile.