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by Pete Cohen, Evan Leybourn, Alexandra Stokes, Tony Fifoot, Daniel Prager, lynnecazaly, Venkatesh Krishnamurthy, Bernd Schiffer, Victoria Schiffer, James Holmes, David Clarke, Steve Lawrence, erik petersen and Bobby Singh
In this session speakers from LAST 2014 and previous years will present a series of inspiring and motivational 5 minute talks. Erik Petersen will host......
Topics and Speakers are listed below:
Red Hot Visual Mojo
- Lynne Cazaly
Mindset changes to exploit Non-Linearity
- David Clarke
Should you do a Startup with your Spouse?
- Dan Prager & Andi Herman
Business Transformation vs IT Optimisation
- Steve Lawrence
- Victoria Schiffer & Bernd Schiffer
A new way of approaching business: creating shared value to make a bigger (and better) pie
- Pete Cohen
- James Holmes
Soft Skills for Software
- Evan Leybourn
My take on SAFe
- Alexandra Stokes
Solving Agile-at-Scale issues on an even larger scale: Crowd sourced!
- Stephan Dekker & Ed O'Shaughnessy
Building Self Organizing teams - Myths, Misconceptions and a Story
- Venkatesh Krishnamurthy
How we delivered more with Test Coverage Mondays, No Meeting Tuesdays and Innovation Fridays
- Tony Fifoot
And if there is time.....
The Lean Portfolio
- Bobby Singh
by Cafe Blac
Agile.Foresight encourages us to stay with and in the suspense of the future long enough to be truly surprised by its novelty. This allows us to bring those ‘future fragments’ into the present moment in ways that can be acted upon with clarity and conviction.
In this year’s Agile.Foresight session Neil Houghton, Richard Harmer and Julian Waters-Lynch invite you play another game prototype in pursuit of Invisible Scenarios.
Our new game prototype weaves together Pattern Dynamics (a systems thinking language grounded in patterns), the Futures Triangle, Spontaneous Storytelling (think Ted Talks on steroids!) and Future Narrative Generation to Uncover, Unlock and Unleash invisible scenarios that signpost collective futures.
In this game session you will engage in a frenzy of Three Acts (Scanning, Weaving and Prospecting) involving multiple rounds of sprints, improvisations and retrospectives in pursuit of invisible futures. How you respond to the invisible futures revealed becomes your prototype.
Do you believe that people who really enjoy their work are more likely to produce a higher quality product?
Would you like to have more Joy in your work life?
If your answer to either of these questions is "Yes" or "Yes Please!" then this workshop is for you.
As Jim Highsmith has written, the authors of the Agile Manifesto had a goal of "creating exciting, collaborative, fun work environments".
Can such a work environment lead to us having feelings of Joy?
In this session, we'll explore what makes for a Joyful work environment by drawing on the experience of participants, the facilitator and the work of Richard Sheridan, Author of Joy Inc. and Chief Storyteller at Meno Innovations.
We'll explore questions including...
- What does it mean to have Joy at work?
- What are the catalysts for creating a Joyful work environment?
- What are the inhibitors and how can we remove them?
- What specific practical things can Agile leaders do to create a Joyful work environment?
- How can a Joyful workplace be sustained and embedded into the organisation's culture?
Come along, share and en-Joy!
The term "cross functional team" has been made popular by the Agile movement. In cross functional team, we put people with different roles to work together for a common goal/purpose.
I have seen this worked really well in many agile teams. People are no longer on silo and everyone have better understanding what each other's role is and consequently, what each other do. This leads to better self organising within the team.
However, I strongly believe we can take this concept to the new level. The concept of cross functional team should be extended to not just the team but also to the individuals within the team. Scott Ambler wrote an essay on "Generalising Specialist". The term T-shaped developer was introduced by Mary and Tom Poppendieck in her famous book "Lean Software Development". By nature, people don't like to get out of their comfort zone, hence the tendency to keep working in area that they are familiar with. When leaders can create an environment where everyone is encouraged to learn, grow and make mistakes, amazing things can happen.
In my experience leading teams, I have witnessed many transformations that enabled individuals to go beyond their traditional role, such as a manual QA assuming Scrum Master role, a BA doing deployment, a developer doing QA for a story, etc. Not only this enablement help develop the individuals to widen their horizon and skillset, it also helped the productivity of the team through better collaboration. When a team reach this stage, we no longer have problems such as "The QA has nothing to do because there are no stories to test", "The developers have nothing to do because the cannot keep up", "The deployment took longer than expected because the Ops person was not aware of the special configuration".
No doubt most have heard of SAFe or even been engaged on some version of a Scaled Agile project, you may even have read the dissenting opinions of SAFe and wondered what it is all about.
As a senior Agile consultant I am often tasked with ‘selling’ Scaled Agile to executives and teams and bringing the training and application of the principles into the real world environments in which they live.
This talk aims to share with you how the SAFe framework can be sold or applied to the enterprise, taking away the mystery and hoopla and breaking it down to the bare bones to enable clarity of purpose and vision.- either on a large or medium sized rollout.
Demystifying the concepts and understanding how to apply and implement Scaled Agility is more than just SAFe theory, it is utilising experience and practical nous to take the framework and its fundamental goals applying them on real work.
An organisation, established or starting up, no matter the technology involved can only exist if it provides the products and services that a customer values.
So what do we mean by value?
How would we design for value?
Why does value change over time?
Could we discover value without building products and services?
In 2013 we became curious about these sorts of questions. It lead Marc to New York where he met Chris, Bob and Ervin and they introduced a method that can answer some these questions and potentially contribute to the rest. Justin has since followed up via a Udemy course that they put together.
We would like to share our learnings, why this is important from a Systems perspective and briefly cover the experiments we have done over the last 12 months.
We'll introduce a method and practice this in a workshop setting, do some interviews and analysis activities. The method helps you understand perceptions of the customer and potentially lead you to think about how you might design / improve not just a product but understand the experience of customers with an organisation, looking Outside In
by Kerri Rusnak
Being successful the more senior you become is a process of letting go - certainly delegating work is part of that but the real power in leadership (and focus of this session) is in your ability to trust yourself and let go of what you are not and the expectations of who or what you think you need to be.
This talk shares my own journey in taking on a Head of Technology role at REA two years ago and reflects on the challenges that I had in taking the next big step in my career. My intention is to inspire everyone to take the step up and worry a lot less about "what if."
by Tony Fifoot
Great, you're a Scrum Master or IM and have your team reliably delivering loads of functionality and value to the business. Part of this success is due to your role in protecting the team from the constant churn surrounding them.
In protecting the team are you inadvertently making decisions they should make?
What important context are they missing by having a gatekeeper between them and that horribly disruptive customer?
Is this command and control in disguise?
In this presentation I'll discuss with you the practical techniques to ensure you aren't undermining the teams learning loop of: “assume; build; feedback; inspect; adapt” while still providing the important balance the team needs to stay focussed.
This talk isn't about more management tools, nor techniques, and not even team herding skills.
This is about building a self-directed leadership learning journey.
Target audience; anyone who wants to be a wholehearted leader!
Yes, it's focused on managers; after all, they are the forgotten people - not the frozen middle. Give any potential leader the same support we give our teams and they can become great leaders who craft high performing cultures.
I'll introduce the Wholehearted Leadership Framework & share some truly honest stories. It's an evolving work which is leveraging leading methodologies on leadership, emotional intelligence, business practices, strategic thinking and personal experiences.
I look forward to sharing my learning's & methods for creating impressive Wholehearted Leaders with you :)
The modern economy is changing rapidly; technologies (such as social media, big data, mobility, 3d printing, home genotyping, etc) that did not exist 10 years ago are becoming the foundation of successful businesses. In order to leverage this new economy, business leaders need to become, in a word, Agile. This short presentation will introduce the concepts of Agile Business Management and the role of the business leader. We will look at the responsibilities for business leaders in governance, strategy, and facilitation, with the ultimate goal of removing all impediments that restrict the efficient flow of your teams work.
This presentation will end with some practical guidance on developing business agility based on the values, principles and frameworks from the agile software movement.
by Kirsten Mann
Sometimes you find yourself navigating through organisational politics when all you want to do is create awesome products or experiences.
Kirsten will share some insights on how she's been able to get organisations to embrace UX and ultimately change the way things are done.
SPOILER ALERT: Betty White may make an appearance during this presentation!
by David Clarke
- Plan To Exploit Chaos in Agile Projects
- Get The Plan Approved By Your Manager
We will talk about:
Taleb's Theories - Black Swans and Anti-Fragile systems
How Systems Respond to Variability and Risk
The problem with fragile
The promise of Agile
AntiFragility – Being Antifragile.
Trial and Error - The Role of Experiments in Reducing or Exploiting Risk
Complex Adaptive Systems and Non-linear Behaviour.
Why Does Velocity Look Linear if Software Development is a Non-Linear System?
Why many small experiments? Jensen’s Inequality and the mathematics of the upside
When to Opt For a Resilient System?
Common AntiFragile Patterns
Within the modern work environment, feedback on one’s own performance is essential - and hard to come by! The employee might receive it once a year, if his line manager is not too busy. But that’s far from what the employee needs to grow and what the business needs to flourish. Without feedback, adaptation and eventually improvement is impossible. Peer groups are an effective construct to provide honest and practical feedback. They are a serious alternative for performance appraisals.
In this session, we present implementations of peer group systems in various Australian and international companies, from simpler feedback rounds within teams up to complex companywide peer groups systems as a complete replacement for performance appraisals.
If a team of 6 can produce a money making application in 2 months why can’t I multiply that by 10 and have 60 people produce 10 money making applications in 2 months?
History also has many examples of the horrors resulting from the urge to scale. China’s thirst to fulfil the world’s desire for production has resulted in coal producing pollution that will affect the whole world. We can’t ignore it we’ll have to solve it. It seems long term strategy is always subordinated for short term costly tactics in the game of scaling production.
So why is it hard to scale the production of a team? It works mathematically on paper but never works in practice, although, as leaders we seem to stop our planning and thinking at the paper stage and just hope that it will work as we shovel more and more people into the machines of production.
In this 30 minute presentation Alex Stokes will take you through the common patterns experienced at three different organisations on agile transformation journeys, that felt a compelling need to scale their software delivery, all in different ways.
The human impacts felt, the long term problems that were created and, most importantly, how to scale production sustainably and strategically not tactically, by thinking like a small business and serving just a few customers extremely well.
Stephan Dekker and Andrew Thorpe lead a facilitated workshop where we demonstrate a technique called Dialogue Mapping.
Dialogue mapping is a way of seeing conversations in a visual way. There is a specific set of tools and techniques, but the real value is in the different way we see conversations when they are no longer linear.
(This is a step in for the Lean Startup in the Enterprise session, Chirag couldn't make it here today and sends his apologies.)
In the often fast paced Agile world we sometimes forget that preparing for meetings is vital. We have all run meetings and think we facilitate but it's harder than you think. This session is based on the book “Collaboration Explained” by Jean Tabaka. Using a model I have created called “the 6 stages of facilitation for effective collaboration”, I will explain the basic steps to set up and run an effective collaboration session. This session is a prerequisite to becoming a great facilitator.
In this session you will learn about:
- the facilitator's role
- interviewing the sponsor and attendees before the meeting
- the importance of the meeting purpose and an agenda that supports the purpose
- tools such as parking lot, action and communication plans
- showing progress through the agenda
- asking powerful questions that initiate thought and collaboration
- prepare, prompt, gather, process
by Vin Marin
It is not easy to take stakeholders that are new to agile on an agile journey. Previous failed experiences, lack of knowledge and misconceptions about the framework are often the reason.
As agilists, our aspiration is to break through the above misconceptions, take the stakeholders on a journey and give them first class treatment!
The focus of my talk will be on what we need to do to make their journey successful when working on projects together.
Our journey is about to begin, so buckle up your seatbelts!
Retrospectives are one of the most important and common Agile ceremonies, but are you and your team bored with them? Do you always use the same, old format, or are they just proving to be ineffective?
The aim of this session is to empower you to change things up within your team or company and bring the Retrospective back to life. You will learn about a number of new and different Retrospective techniques that you can start using immediately back at your company. It's time for Retrospectives to Strike Back!
by Felix Lau
Scrum community of practice is a place for practitioners to create, identify and share techniques to improve project success. In most organisations, there’s always multiple cross-functional teams delivering projects, so what’s a better way to share your practices with others and build a better productive working environment.
In the breakout space near lunch
It's one of the pillars of the Agile manifesto, yet seems to be a hurdle when managing contractual arrangements or breaking down departmental silos - especially during times of stress. How can we be true to the Agile manifesto in our commercial relationships?
This facilitated session provides a forum for you to share the obvious and not so obvious factors when managing uncertainty between partnering organisations.
Note: the session will feature experimental and never seen before use of the 'Randy Walk' technique as a method of shared conversation (exclusive to LAST 2014!). If you can make it a few minutes early that would be super as the technique requires a quick explanation and demo.
*due to unforeseen circumstances, Martin will not be able to attend LAST - Daryl Chan will facilitate this workshop in his place.
It’s not easy to guide organisations to become truly adaptive. How do you facilitate better executive-level decision making with respect to the impact further down the chain? How do you have coaching conversations with effects that are seen, heard and felt across the board? How do you capture insight from everyone’s stories, and drive your people towards a truly shared vision?
Agile is part of the answer, but to truly achieve amazing results from the ways we interact with each other, we also need to unlock the insight, wisdom and energy held captive within our teams and organisations. We call it ‘The Lens’, a physical space orientated around dialogue, transparency and co-creation, fostered through a combination of facilitated inquiry and engineered experience for everyone from the C-level executive to the C# programmer and beyond.
In this hands-on workshop, learn how the ‘The Lens’ works and the techniques used to stimulate inquiry, curiosity and introspection. You’ll walk away with a fresh perspective on how to discover the answers to tough questions, and the confidence to begin co-creating a new world for all of us.
“How Strengths Based Lean is driving innovation in today’s Social Business by mapping & extending strengths to create an experience of Flow in the Living Ecosystem
Social business is about the organised human quest to create new value or social good, not just eradicate waste or fix problems. The best social businesses are creating new value by engaging their people to collaborate around strengths, possibilities, not problems, faults or errors, not looking to map waste.
Lean Social Business (LSB) is a whole new approach to building excellence and exceptional flow in our workplace and customer processes by starting with why and then looking to identify the highest level of flow in our current processes and then asking “what’s possible is we extend our best flow to become the norm and to innovate by reconfiguring our best to meet new opportunities?”
LSB is about experiencing a creative, collaborative community and making a difference to people’s lives; knowing why you were meant to exist in this life; your contribution and then mapping work processes which flow because they tap into the things that really matter such as Kindness, Joy, Giving, Sharing, Mastery, Autonomy and Purpose.
At the Last Conference Session We Will Walk Through How to How Deploy Strengths Based Lean in a Social Enterprise
In our session at the Last Conference, we will
•Unpack the philosophy, approaches and tools to Next Gen Strengths Based Lean,
•Walk through the approach and tools to and map the best in a current social business processes, i.e. when your staff and customers have been at their happiest and most engaged with the process; when they have experienced flow and great outcomes,
•How to extend the best in a social business process by engaging the strengths of your ecosystem to ask ‘how can we make our best the normal experience and to co-create & innovate new social value to meet new opportunities?’
•How to engage your ecosystem to own the change journey with you i.e. to experience holistic flow in their work
•Walk through emerging case studies where Next Gen Lean is transforming social business by mapping and extending strengths
These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other.
This session will give an overview and comparison of all the different Agile scaling approaches out there, e.g.:
This list will be updated to be up-to-date at the time of the session.
by Peter Lam
Modern project managers are not there to tell team members what to do. They are there to support the team on their journey to success. Key ways by which this is done include ensuring the right system conditions are in place for the team.
There are common and well known problems that project delivery teams face, and it is the project manager's job to go out and deal with them.
Peter talks to this way of thinking and outlines some of the most common jobs project managers need to go attend to to make sure teams are supported and able to succeed.
Your team has formed, stormed and normed. It is doing standups, has retros and can recite the Agile Manifesto. Yet, it lacks spark and is still not performing at the level of a great team.
So, what can you do to set the team on the path to this next level of performance?
In this presentation we will explore some tools / behaviors of the Agile Coach that focus on revealing the underlying system of the team to the team. These reveals help to lift and inspire the entire team, allowing for your high performance team to form.
You will also find out how 19th century painter Jean-Léon Gérôme helps in these reveals, why you want to avoid ‘Flanders' beatnik parents’ syndrome and what is the hidden fourth reveal?
11th July 2014