Discover your leadership agility self assessment
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Were you born as an Agile leader, or can you develop or pivot your leadership style to be one? This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability. Accompanies Sam Bowtell's: Discover your leadership agility presentation
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Delivery: Product over Project
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Team: Product over Project
Well look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. Well look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
Well see how the project focus can neglect the customer even when the customers feedback is most needed. Well hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customers advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
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The model that Ill be presenting is a model that has been developed over a number of years: at small and large enterprises in three different industries.
It has been employed with a range of leaders in Technology and Non-Technology areas, ranging from new leaders through to CIOs.
It has been used to help decide and target the highest impact changes that can be made to their areas, and then align executive leaders on executing on those changes.
There will be a focus during this session, on how this approach has been used in Boral to decide on our initial transformation activities, but also the ongoing evolution of these activities as things have changed.
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Also download Sam Bowtell's: Discover your leadership agility
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- an ability to deliver high quality products which keep up with the latest customer wishes;
- products which are constantly updated with the latest cool features; and
- ability to very quickly resolve any issues that do occur and they do for even the best organisation
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As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain.
As someone within the delivery team, you will leave with deeper understanding of how you, your team and your company can effectively benefit from Test Driven Development.
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Utilising the power of social work values and principles to compliment Agile and Scrum implementation
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This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them.
The concept of a Growth Mindset gained real visibility with Carol Dwecks research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the Growth Mindset. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.The product owner and scrum master brain transplant! Mwuhahahaha!!!
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Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!What leaders can learn from filmmakers
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Have you ever sat through endless scrolling credits after a film, speechless, while you processed your thought and feelings? Hundreds, if not thousands, of those disappearing names contributed towards these profound moments of transformative experiences. Timeless films are excellent examples of deep collaboration between multidisciplinary teams of highly skilled craftspeople, working to create moments that transcend the audience to the story world and subtly move them through the journey of films protagonist/s.
Filmmakers are master collaborators that literally bring together teams of multidisciplinary casts and crews on the same page of the scrip. Great filmmakers challenge and inspire technicians to become artists and actors, to become immortals through the power of the story.
Many years ago, my screenwriting lecturer famously told us during our very first day at the film school, One thing is certain about filmmaking, that everything you have planned will need to change because it will rain tomorrow. Filmmakers mastered the art of embracing uncertainty many decades ago, when there were no weather apps, by being truly agile.
In this talk, I will draw from my lifetime of study and exploration of the art and craft of filmmaking. I will demonstrate, using examples from classic films, how motivated and inspired multidisciplinary teams collaborate to bring the vision of a cinematic project to life and transcend audiences around the globe to the story world. I will share what leaders can learn from masters of the ultimate collaborative art of filmmaking.
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This presentation aims to raise awareness that default Product Ownership (that uses only ordering and prioritising PBIs) is not enough to be successful. A higher level of consciousness is required to appreciate the challenges and dynamics of the work at hand. Devising evolutionary strategies to cater for the undercurrents, changing landscape and the opposing dynamics in the product and its backlog, may help to tip the balance in favour of being more successful.
Project dynamics can include:
Releasing a new insurance app to millenials on a smartphone platform. The challenge with this is that more customer testing and an exploratory approach of how milenials think will be required, hence each sprint goal may include working toward a customer testing objective;
A compliance risk project where compliance objectives are static. How those objectives are satisfied is variable, hence an evolving strategy to use an iterative approach is to be considered. The first iteration would be to neutralise the compliance risk, starting with a manual process. Successive iterations would then be run by automating and adding more value;
An integration risk project, where a central framework has to integrate with several other systems. An evolving strategy would focus on setting sprint goals to achieve integration, as well as regression testing objectives to neutralise the integration risk early
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Everything you wanted to know about Agile Culture Shifts, from a Guinness Wo...Scrum Australia Pty Ltd
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by Verna van Schaik
In order to set the Guinness World Record for the Deepest Dive by a Woman I had to do more than find a new way, I had to change how I thought about myself and the world. This shift out of who I thought I was into someone totally foreign to me (but who was also me) is the shift that Agile teams are under going, because it takes more than a new process to create change. It takes a new way of using that process to create true Agility.
We have been taught that who we are is who we are, it cant change. Well, I am living proof that isnt quite true We are also told that changing behaviour takes therapy and psychology. It is hard, so we focus on process and forget about the people who use the processes. One of the leading banks in South Africa took training and specifically training to create behavior shifts a step further and created an initiative that proved people can and do change (in 3 days) with their Servant Leadership Workshop.
Using double loop learning, teams were exposed to a new way of thinking that supported a new way of behaving and it worked people started to show up differently and expect leadership to show up differently. The banks culture started to shift dramatically & Agile started to grow.
This talk outlines one way to create a space where people at all levels of an organisation can shift out of old ways of thinking and behaving into servant leadership and autonomy.Paladins, demons and the Illuminati: Changing culture at the ATO
Paladins, demons and the Illuminati: Changing culture at the ATOScrum Australia Pty Ltd
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by Terry Haayema
Building a culture for high performance in Teams is something Teams themselves must own. It cant be managed into them, but all too often the Teams best vehicle for self-inspection and continuous improvement becomes a meaningless chore that Team members begrudgingly attend, with little understanding of the intention or capability for genuinely improving.
If youre finding that the same items are coming up in your Retrospectives and there is very little improvement arising, then this session is for you.
In this session, youll learn about the power of allignment in enriching the conversation as well as a variety of concrete practices you can use immediately with your Teams to sense and enhance:
Safety
Culture
Environment
Learning
Self organisation
Self determination
Cross functionality
Leadership
Effective Retrospectives
Product Ownership
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Project (agile) estimates using Monte Carlo SimulationsScrum Australia Pty Ltd
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by Stefano Martincigh
At Wargaming Sydney we tried to find better ways to estimate projects in order to find balance between estimate accuracy and effort spent in the estimation.
At the moment we are exploring the Monte Carlo simulations technique coupled with story mapping. This approach has the potential to lead to more accurate estimations, project after project, because we are able to feed our data into next projects.
During this session I will explain how we do story mapping, what are the principles behind the Monte Carlo simulations technique and the advantages of using PERT curve distributions over Gaussian normal distributions.
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Scrum: Project Focus or Product FocusScrum Australia Pty Ltd
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by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. Well look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. Well look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
Well look at how having a project delivery focus can reduce understanding the customer. Well look at how having a product focus helps drive more frequent deliveries. Well also take about the winners and losers when we have the project focus driving our delivery rhythms. Well also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
Well look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. Well look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
Well see how the project focus can neglect the customer even when the customers feedback is most needed. Well hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customers advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here well see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. Well review todays outcomes.The Four Horseman of Toxic Behaviour
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When a Team member shows a toxic behaviour, how does the Team react to it? Can we educate the team and help them as a System to overcome these challenges? As a Scrum Master or a Coach, our main mission is to help teams to be their better selves. By the end of this workshop, you should be able to help your team to be better prepared to deal with conflict.Creating clarity and focus in changing a large enterprise
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The model that Ill be presenting is a model that has been developed over a number of years: at small and large enterprises in three different industries.
It has been employed with a range of leaders in Technology and Non-Technology areas, ranging from new leaders through to CIOs.
It has been used to help decide and target the highest impact changes that can be made to their areas, and then align executive leaders on executing on those changes.
There will be a focus during this session, on how this approach has been used in Boral to decide on our initial transformation activities, but also the ongoing evolution of these activities as things have changed.
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Get outcomes by putting people over processes: Trust us Were social workers!
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Do you always take the stairs? How to use your growth mindset to build smar...
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