This session proposes a behavioural pattern for building a successful remote first Product Team, as described by Martin Fowler in his article, Remote versus Co-Located Work, it is inspired by several classic GoF Design Patterns The Mediator, The Decorator, The Observer, The Strategy Pattern and the Adaptor Pattern.

The goal of this pattern is to provide a set of repeatable techniques which can be used to build a high performing, cross-functional remote-first product team. The pattern can used by product teams to take advantage of the many benefits arising from remote work, whilst attempting to correct for some of the possible disadvantages. This pattern introduces some restrictions on hiring, but independence of location is a key benefit.

The Remote First pattern has been developed over almost four years by a long-lived product team whose members are distributed across 17 time zones. The techniques, and approach to tooling and ways of working, described in the pattern have been identified and tested as a result of a great deal of trial and error, but have contributed to the growth and ongoing success of the team.

These patterns have been further implemented into parts of a multinational program with over 1500 team members to pressure test how they work 'at scale'. Key lessons from implementing this are shared to highlight key opportunities to build great teams independent of location.

Come along and get involved in an interactive discussion about agile approaches, values and techniques and how they they can be MISUSED to dishearten teams. Hear warstories and how we earned certain scars as we took on the challenge to support teams and flip the pattern.

Background:
Many organisations are adopting and scaling agile / new ways of working. The sheer number of these changes happening at the same time, means that there aren't quite enough people with experience supporting and leading the journeys. This can mean there's a great opportunity for learning but the challenge of learning and then quickly translating theoretical information into on-the-ground knowledge to teach others, will result in obvious gaps. This creates three key problems

1. Practices and approaches being implemented with the best of intent, but missing the important (hard bits) leading to disheartening teams
2. Misunderstanding of the time any change takes to implement and that the pace is set by people's capacity to learn and adapt
3. Extended time being taken to best assist teams because they set out to resolve the 'wrong' problem, using sub-optimal practices and approaches

Come and join in the interactive discussion and presentation which will help set you up for success by

• Identifying key antipatterns
• Proven counter to untangle the pattern

This session proposes a behavioural pattern for building a successful remote first Product Team, as described by Martin Fowler in his article, Remote versus Co-Located Work, it is inspired by several classic GoF Design Patterns The Mediator, The Decorator, The Observer, The Strategy Pattern and the Adaptor Pattern.

The goal of this pattern is to provide a set of repeatable techniques which can be used to build a high performing, cross-functional remote-first product team. The pattern can used by product teams to take advantage of the many benefits arising from remote work, whilst attempting to correct for some of the possible disadvantages. This pattern introduces some restrictions on hiring, but independence of location is a key benefit.

The Remote First pattern has been developed over almost four years by a long-lived product team whose members are distributed across 17 time zones. The techniques, and approach to tooling and ways of working, described in the pattern have been identified and tested as a result of a great deal of trial and error, but have contributed to the growth and ongoing success of the team.

These patterns have been further implemented into parts of a multinational program with over 1500 team members to pressure test how they work 'at scale'. Key lessons from implementing this are shared to highlight key opportunities to build great teams independent of location.

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.

This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility

Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.

The desired outcomes are the place to start - the basis of decision-making is a bias to value.

Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.

This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility

Bar Broadway. Shiw your wristband to the bar staff

World of work has broken. According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace.

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better. I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles. These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.

World of work has broken.  According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace. 

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better.  I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles.  These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.

World of work has broken. According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace.

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better. I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles. These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.

A diverse set of luminaries to discuss how to enhance agility in the enterprise. Covering all the big scale challenges that large organisations face, such as multiple business lines, disparate technology stacks, geographically dispersed teams, 10s to 100s of products, etc.

World of work has broken.  According to Gallup in a study conducted worldwide between 2011-2012 - only 13% of employees working for an organisation are involved in, enthusiastic about and committed to their work and workplace. 

I'll explain why our current standard patterns in management are no longer good enough, and what we can do differently and better.  I will showcase a number of modern modern management techniques - popularised by Jurgen Appelo and Management 3.0 - that are fundamentally aligned with lean and agile principles.  These will help you get better engagement, better teamwork and make management an easier job.

You will walk away with a number of simple techniques you can use to help initiate teams or projects; change the level of conversation that you will with your peers and team members; and give you a way to build happier teams.