With the prevalence of the T-shaped skill model, it’s becoming more important for many to be able to test to some degree of competence.
It's pretty easy to test for the known, such as Acceptance Criteria, but how about the unknown?
Add to that, how do you teach people test in a way to even think of looking for these types of bugs?
I’ve been working on a coaching model with James Bach to help develop a systematic approach to coaching testers to help them become better at testing. Central to each coaching moment is a task and once this task is given the coach observes the testers/developers response. But there’s a lot more to understand and observe. For example, their demeanour may tell you a lot about the testers motivation.
In this workshop I will go over some of the theory, show some patterns around coaching and give a demo. If we have time, we will have a go coaching testing.
In a large organisations process legacy is built over time and have a life of its own. Unless the process legacy is dealt with, any attempt of Agile transformation will stagnate.
This talk will walk through a few tried and tested ways to deal with process debt.
Selecting or identifying a good Scrum Master is like The Bachelorette; to select a perfect man from the most eligible bachelors available down under. This workshop will take you through a series of absorbing but fun activities where you will first define the criteria for a Scrum Master and then evaluate each candidate based on his characteristics, match for the job and personality traits. Come if you want to better understand the role of a Scrum Master while having a giggle.
The chasm for Scrum adoption has long been crossed but the role of Scrum Master is probably the most misunderstood of the three roles prescribed in Scrum Guide. The spread of Scrum framework in organizations of all sizes and types, difficulties in challenging the status-quo, and lot of non-Agile practitioners transitioning to Scrum without enough coaching results in the role of Scrum Master being applied incorrectly or sub optimally at best. This workshop uses a fun but effective workshop (based on the recently televised show 'The Bachelorette Australia') to engage the attendees in a series of episodes to look at the personality of the most eligible Scrum Masters in Australia. The attendees will workshop together to eliminate one candidate per episode to find the best Scrum Master down under.
"The man who comes back through the Door in the Wall will never be quite the same as the man who went out. He will be wiser but less sure, happier but less self-satisfied, humbler in acknowledging his ignorance yet better equipped to understand the relationship of words to things, of systematic reasoning to the unfathomable mystery which it tries, forever vainly, to comprehend."
-- Aldous Huxley
Sharing of a transformational week in Japan on a Lean Study Mission led by Norman Bodek.
Mr Ritsuo Shingo (ex-Toyota President, son of Shigeo Shingo);
Mr Masamoto Amezawa (ex-Toyota President, set up Lexus Kyushu plant);
Mr Satoshi Kuroiwa (led government e-Japan policy, reported directly to Toyota President on IT strategy);
Mr Zenji Kosaka (ex-Toyota plant manager, worked directly with Ohno and Shingo);
Toyota dojo trainers (all 40+ years experience);
Norman Bodek ("Godfather of Lean", publisher of 250+ books, led 50+ study missions to Japan, met all the gurus of Lean);
Paul Akers (Author, speaker, Lean consultant, President of Fastcap)
George Trachilis (Co-Founder of Lean Leadership Institute)
Karl Wadensten (direct advisor to Governor of Rhode Island, former radio show host of "Lean Nation", President of Vibco)
David Long (Author, President of MyEmployees)
... and dozens of more brilliant people!
Feedback from attendees:
This was a wow experience
An epic, eye-opening experience
Mind blowing and value adding
Got a taste of Japanese lean
Very enjoyable and productive
Phenomenal - enriching - once in a lifetime
Awesome! Mind-altering and career-changing!
Incredible! Wow! Respect! Great people!
A path for growth
Best trip I have ever been on, personally and professionally
Life changing an unforgettable
Once in a life time!
Exhaustingly overwhelming with joy!
by Nish Mahanty
Agile, Lean, Kanban, DevOps, Continuous Delivery! Fundamentally, all these methodologies are predicated on effective system and culture change. They require people and teams to work together to negotiate outcomes, remove inefficiencies, and deliver great business outcomes.
This talk focusses on the practicalities of building a high-performing team that can execute within a chosen methodology, and deliver awesome business outcomes. It includes practical tips on motivation, hiring, and team building across distributed teams, and gives real life examples of successes (and failures).
» A clear context for why this is a precursor for the successful adoption of Agile
» A clear framework for building high performing teams
» Practical tips for what to do when things go wrong
» How to lead high performing Distributed teams
» Real life examples of what worked and what doesn't
One of the biggest challenges in becoming Agile in a product group with multiple teams is transitioning from teams that are system Component centric to teams that are customer Feature centric. Given the difficulty of this, is it really worth the effort?
In this session, you the participant, answer this question yourself based on your own experience and observation of both organisational setups in action. In this workshop, Rowan Bunning sets up half the teams as component teams and half the teams as feature teams to work on two instances the same product at the same time using the same technology: Lego.
What will the results be? How will team configuration impact coordination overheads, cycle time and the delivery of value? Come along and find out. The answer may well make a big difference to the direction your organisation takes with its Agile adoption.
In many established companies, the necessity to be great at engaging with customers in the digital world is a real challenge, as it requires people to understand a landscape that will let you move as fast as you possibly can, and core to that challenge is introducing new types of thinking. But how can you teach people who are unfamiliar with software development about the consequences of investment decisions with enough detail to make the lessons stick?
In this session, we show a browser based simulation developed to rapidly teach people some core concepts taught by Reinertsen and other lean thinkers.
by Nick Hughes
For many organisations the journey to becoming Agile is primarily about defining a fixed set of rituals and processes that are then imposed on teams by management. However this 'one size fits all' approach often fails deliver positive outcomes for delivery teams or the products they work on.
This presentation proposes that, while there is value in adopting defined ways of working when trying to achieve change, this is only the first small step and that teams must be challenged and permitted to move beyond these constraints.
For many organisations attempting to transition to an Agile delivery model the biggest hurdle is a cultural one of how to evolve toward a model of leadership that focuses on enablement and support and away from a more traditional mode of management control and direction.
The title of this session is taken from two quotes attributed to Colin Chapman, the founder of Lotus cars, who said "Adding power makes you faster on the straights; subtracting weight makes you faster everywhere"
This same philosophy underlies principle 10 of the Manifesto for Agile Software Development. Simplicity -The art of maximising the work not done - is essential. Too often, teams and organisations try to pack far too much baggage for their Agile journey. Rather than looking with a critical eye at their existing practices and processes and evaluating each of them in terms of the value they deliver, they add new processes and practices on top of old ones and become frustrated when they can't go faster.
This leaves teams feeling overwhelmed by the large number of practices, processes and frameworks promoted as the one true way towards Agility. Or they may be attempting (and struggling) to shape the team or organisation to fit a particular method. The 10th principle of the Manifesto for Agile software development both warns against this and points you in the right direction.
The session unpacks what principle 10 really means and provides attendees with practical examples of the ways in which it can be used to guide our practice. Attendees will leave the session understanding that principle 10 is essential, because it underlies supports and enables everything else and that without unwavering adherence to it, achieving Agility in software development or anything else will be compromised.
This talk was first presented at Agile Australia 2016.
Agile Specialist Teams, such as Shared Services, DevOps, Infrastructure, Databases, Networking, etc., are usually on the fringes of Agile Transformations. For a variety of reasons, they usually do not receive Agile training and coaching, and definitely not Agile coaching specific to their needs.
However, they are expected to:
- build assets, such as networking, cloud, infrastructure, databases etc. on time and on budget, and
- support the Development Teams and Operations, often at short notice.
This Dual Nature of the work of Agile Specialist Teams requires a different approach to that of Agile Development Teams. Unless carefully analyzed and adaptively addressed, it can lead to Specialist Teams becoming roadblocks for the rest of the Agile Organization.
The lecture presents experience with different types of Specialist Teams and shows several ways how Specialist Teams can address their specific needs.
by Layla Foord
The fear of presenting never leaves, people just find ways to harness it, you’ll learn some of the easiest ways to help you feel more comfortable when presenting, hear some personal stories which may make you laugh and understand that everyone goes through it and you can learn to enjoy public speaking. Don’t worry you won’t have to do any, just listen and observe.
* How to embrace fear and feel more comfortable speaking to groups
* Practical tips on how to physically improve the sense of anxiety
* Tools on how to create a connection with the audience and understand why it is so important
* An understanding that this could even be fun!
Layla is co-founder of Sanctuary Digital a new kind of product development consultancy, where people help other people make better products through early, fast and economic validation of ideas, and not just building software and handing it back. Layla previously built and launched Envato Studio a global freelance platform from scratch to become a $6m+ business. She’s managed software, product, design, UX, marketing and loves helping people come together to make products that people like using.
by Kim B
The Cynefin Framework helps us to understand what types of environments we are working in and then to choose/tailor our methods of working for more effective outcomes.
In this workshop session we will cover an explanation of the Cynefin Framework and will use methods from Cognitive Edge to explore the framework and understand how we can use it in practical ways back in the workplace.
If you've seen Cynefin before and always wanted to use it, this session is ideal as the methods that we use are easy to learn and have many practical applications for team building, problem exploration and innovation.
The session is also suitable for people new to the framework - you do not need to have any prior training in order to attend this session - if you want to learn a bit more beforehand the wikipedia article is great.
There is also an introductory video at this link
Decisions-in-progress and 20,000 reason why you should care
Presented by Computer Associates
Audience: intermediate to advanced
How many decisions do you, your team and your organisation make daily? Effective and timely decision-making is essential for reducing lead times, and decreasing time-to-market is one of Agile’s founding tenets. This leaves more time (and mental energy) free for the real value-adding work that will serve your customers and set you ahead of competitors: innovation.
Many organisations using traditional project/program delivery (i.e non-Scrum/Agile/Lean) have long decision-making cycles (e.g. monthly status reports, quarterly reviews and annual planning). These impose a huge, often invisible cost in terms of both responding to change and delivering quickly, and “eat” our capacity for having time to innovate.
This session will cover a mix of theory and practice regarding decision-making, including how one organisation used agile practices to make over 20,000 decisions in two days on its flagship product, and supported a culture of innovation.
Attendees will leave with takeaway actions that improve decision-making and a better understanding of the ingredients that teams and organisations need to improve the decision-making process and foster innovation.
This session will be an accelerated workshop to teach some of the basics in visual facilitation and how that can affect design thinking sessions when trying to do things in a lean and quick way. This will be an activity based class where no butts will be in seats and no Mentos will be gorged to keep your eyes open. Bring your lateral thinking cap and let us exercise the right side of your brain!
Why and how to move from resource pools to feature teams.
A surprising amount of companies are still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools.
Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive.
This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.
How are the outcomes of children adopted post-World War II related to the success of your agile transformation? How can pressure to achieve high velocity actually cause its absence?
Everybody has a different agile story. Maybe yours is an amazing project where empowerment and accomplishment was a common occurrence. Maybe it is a never ending slog through awful days with occasional standups. This talk focuses on the drivers, flaws and systems of human behaviors that allow for both of these outcomes.
People are at the heart of agile and psychology. I combine both worlds - leveraging the work of over 30 noted psychologists including Watzlawick, Skinner, Maslow - to explore how people can cause agile adoption, agile failure and agile recovery. This talk not only covers how psychology suggests patterns to help people relate to one other but also how people use and abuse data both consciously and unconsciously.
After this presentation you should be able to look at your current project through a new lens. You will have the ability to identify and understand the gaps, and appreciate the things you, and your team, are doing right.
Are you constantly being asked why testing is holding up the release? Are you the lone voice talking about the "cost of quality". Then this session should help you to start with success in mind, during the planning. It is a common agile myth that there is no planning, in fact it could be argued that there is more, at least daily.
I am going to give you a few practices that you can add to your toolkit to help in this area. Join me to experiment with these techniques to create an actual test plan together. Testing and, more importantly, quality is everyone on the team's responsibility. No longer are the testers the quality police, so therefore everyone needs to be able to contribute to the test plan. The business from the perspective of the product risks and the developers from the technical risks.
So come join me and learn a little about how you can support your team to create the right test plan.
The original home-ground for Agile was the realm of small, smart, high-performing teams.
In recent years there have been a blossoming of attempts to scale Agile up to large projects. These typically involve multiple teams working together for an extended period.
This will be a facilitated session consisting of a short introduction followed by group discussion.
Come along to share your experiences and learn from others.
25th July 2016