Sessions Preview

A preview of the sessions at GOAT18

The final schedule is being finalized and will be published soon, until then, please browse our exciting sessions!

A journey in a Statistics Canada innovation project
  • Yan Brisson
  • Joëlle Coallier

We would like to present our recent journey of exploration and innovation which ultimately challenged the status quo. With commitment, a common vision, solid leadership, management support, and strong collaboration between teams, we were able to deliver innovative visualization dashboards on the Cloud for the first time that proved valuable for management and employees across the federal public service. The work was accomplished under tight timelines, with minimal experience, and needed quick research and solutions; though the project was promising, the risk of failure was high. This initiative has shed new light on the types of tools Statistics Canada can provide for Canadians and other government organizations. We would like to explain our journey in detail and examine the ups, the downs, and the key points we believe helped us succeed. Our journey has just begun, but it would not have even been possible to start without the proper ingredients.

This session does not require specific knowledge, as it is intended to be a use case that we hope attendees can relate to in their everyday challenges. We hope that it will be inspirational – it will demonstrate that a grassroots approach can have a significant impact on the modernization of organization that can ultimately spread across an enterprise as complex as the federal government.

Agile Reports for the PM Brain
  • Wayne Hetherington

You’re a project manager and you’ve just been given an Agile project to look after. You ask for reports and you get burndown charts, velocity graphs, and cumulative flow diagrams. What in the world are these, and why do you suddenly have a migraine headache?

Metrics are different in Agile, but the questions remain the same. Come and see what your brain needs to understand the tracking of products built in an Agile way. We’ll build an Agile dashboard that you can take into your next meeting.

Baking compliance into your pipelines
  • Peter Maddison

There are many approaches to your enabling and accelerating the DevOps transformation within your organization. In this talk, I'll walk through a key component piece of the approach I helped develop at a large fortune 500 company in the past year: helping build and architect a pipeline factory to accelerate development teams adoption of DevOps tooling and practices. 
I'll provide an overview of the abstracted model used to provide an understanding of the approach, then cover architecture and tooling selection. Through the course of the talk, I'll cover the roadblocks we encountered and the key methods used to overcome these. This ranges from helping the team building the factory to understand what was needed through to building out of the platform itself and execution of the surrounding operational model.

The intent is to provide attendees with insight into an approach to help large organizations overcome the challenges of DevOps adoption where the development teams are resistant to the necessary change.

Better than a (transformation) plan, a battle map
  • Gaël Rebmann

Recently, I faced a new challenge. 
As an Agile coach, I audited an organization. Everyone was happy with my observations so I started to begin my intervention by picking my first actions among the ones I recommended. Then the management asked me why these things first. I simply stated that according to my observations that was the most urgent things to do. But they had a different opinion... Was my opinion better than theirs?
I needed something... Visual management? Co-built roadmap? That would still have been duels of opinions... And then came the idea of a battle map. Something than could help everyone understand why one move is the best to do first given our situation, why one action is more pertinent than another and the criteria that lead to the best decisions.

In this presentation, I'll explain the origins of the map, how it works and how to use it, as well as how to build it efficiently. as a result, attendees will discover a new powerful tool to improve the monitoring of their organization's transformation/evolution.
It will help them choose and share their ideas on what to do next to make their organization evolve in the right direction, it will ease the reporting between people in charge of the transformation and their principals

Building Powerful Roadmaps
  • Gino Marckx

Any organization’s ability to focus on what matters most to their customers is directly related to their ability to get valuable feedback from them. While more and more organizations embrace agile practices during the development of their services, they often lack in how they collect feedback and therefor don’t get the benefits they are after. After all, what is the upside to investing in being able to pivot, if there is no information available to guide the direction of that pivot?

A significant reason contributing to this is the fact that building powerful roadmaps is hard. How does one get feedback about a house without building it completely? How does one give feedback about a car without being able to drive it car for a couple of hours?

This session will provide you with practical techniques on how to build a powerful roadmap, one that allows any organization to get valuable feedback from their customers, based on ideas from the upcoming book ‘Powerful Roadmaps’.

Business Agility: Lessons from the Trenches
  • Sriram Natesan

Agile has been pervasive and proven to be successful for technology product development for more than two decades. Today more organizations are taking agile principles and practices and applying them outside of IT to their business as usual (BAU) activities such as marketing or strategy development. But how easy is this next generational aspect of Business Agility? Can an approach that was rooted in technology product development be successfully applied as an accelerator to achieve overall business efficiency and effectiveness?

In this session, different case studies, including a large Canadian insurance provider, will demonstrate lessons learned from organizations that have taken agile principles and practices to help them drive commercial impacts, build people and their capabilities, adoption of the right mindset and behaviors, and improve performance. Some of the questions that will be addressed:

  • What does business agility mean and why does it matter?
  • How can Corporate Functions such as HR, Finance, Risk and Marketing, which are often entrenched in traditional ways of working, become agile delivery centers?
  • Do agile practitioners need to “stay true” to the principles and practices they originally learned for technology in order to be effective in the business?
  • How should agile business teams be optimally structured to align with an enterprise agile COE?
  • What can leaders learn from others’ journeys so we can determine whether agile can truly thrive outside IT and be scaled across the organization?

If you are a Business Leader who is considering next steps on enterprise agility, organizational resilience, and a culture of adaptability, attend this session to learn valuable and pragmatic insights as you begin your own agile journey.

Business Models: Not Just For Commercial use
  • Paul Boos

You're a public sector or non-profit organization. You want to represent your organization's business in an easy-to-understand method and find out what you can do with it... Well why not use a Business Model Canvas? You don't need to be turning a profit to use one. You will get lots of value out of the way it organizes your thoughts.

In this session find out how to use one and see how I portrayed the US Environmental Protection Agency's Office of Pestice Program's business. I'll also share an assessment I and a colleague did when the finanical crisis of 2008 was taking place and how our logical speculation turned out to be true; all because of a simple tool to organize our thoughts.

Continuous Delivery Requires Radical Changes for Testers
  • Jeff Morgan

What does testing and quality look like in a Continuous Delivery world? Who does what and how? Is there still a need for testers or do developers do all of the testing? Is it really possible to achieve quality when you deploy to production many times each day? What should testers do when there is no time for a “testing phase”? These are some of the questions many in the testing community ask as the software development industry moves toward this new paradigm of design and delivery.

Continuous Delivery is a radical change in the way we build and deliver software and it requires a radical shift in the way we thing about and achieve quality. Join this veteran Agile coach as he shares his experience. In this presentation you will learn what has worked for several large organizations that have made the transition to this new approach. Jeff "Cheezy" Morgan will present both a picture of the end game and a roadmap of how one can incrementally move forward while developing the new skills necessary to succeed in this fast paced environment.

From requirements proxy to effective Product Ownership - Vision, Value, Validation
  • Pawel Mysliwiec

Often misunderstood, Product Owner role in Scrum is key for a successful product delivery. Bringing the most value out of the product delivery requires distinct skills, decision making autonomy and ability and, finally, strong organizationnal support.

This talk explores three Vs (described in Ralph Jochem and Don McGreal's book - The Professional Scrum Product Ownership) - a powerful combination helping Product Owners leveraging Scrum framework to enable business agility.

From the Ashes of Phoenix
  • Dave Rooney

Ever heard of a project that failed and thought, “If I ran it, it wouldn’t have messed up so badly”? That’s how I felt when the federal government acknowledged in this year’s budget that the Phoenix Pay system had severe issues & would have to be replaced. This time, though, I did something about it!

When the Phoenix Pay system was released in April 2016, it had severe problems affecting some 70% of the people who the system was intended to pay. It has been fraught with issues ever since resulting in under and overpayments of those employees, and in some cases no payments at all. Hundreds of millions of dollars have been and will be spent to correct the pay issues and update the system. The people working in the pay centre in Miramichi, NB, have been overwhelmed to the point that retired compensation workers have been recalled to deal with the crisis. This was yet another example of the ineffectiveness of the antiquated approach that the government used to deliver Phoenix.

When the 2018 budget was tabled, nearly half a BILLION dollars was allocated to fixing Phoenix! What seemed like a footnote to that was $16 million over two years to study how to build the replacement system.

Study. That’s what finally broke me. I had been grumbling at the stories of Phoenix for years, but this finally triggered me to do something. I began tweeting to government officials, and Justin Trudeau himself, that they were going to end up taking the same approach and making the same mistakes again. I wrote a series of blog posts detailing the approach that I’d take, and given my 30 years of experience, 15 of which were building systems small & large in the federal government, this was anything but armchair quarterbacking.

This session is about what I believe the government should actually do to replace Phoenix, and what has happened since my Budget Day tweetstorm and subsequent blog posts. I will also welcome ideas from the audience and we’ll discuss how we would leverage the collective experiences of the group to deal with building a system as large and complicated as one that needs to pay some 300,000 people from 40 departments and agencies and a number of unions.

Attendees of any experience level or role are welcome in this session, because there's pretty much no such thing as a bad idea! Even if we don't solve the problems that plagued Phoenix, everyone will come away with many useful ideas for how to approach these large initiatives.

Funding, Measurement, and Governance for Agile Leaders
  • Kurt Bittner

Even organizations who are well on their way in their journey toward agility can still struggle with adapting their existing governance and portfolio management approaches to their agile approach; governance practices are often the hardest, and the last, to change.  The source of the problem goes down to the very root beliefs of traditional governance models, that cost and schedules should be predictable, that deviations from plans are bad, and that the answer “I don’t know” to any question reflects a lack of preparation and professionalism. The reality is that organizations cannot plan uncertainty away, and that an experimental, empirical approach to dealing with uncertainty is essential to delivering better business results. This session will present a framework for measuring and governing agile initiatives and will discuss how this framework can be used to deliver better business results.

Getting Agile Right – Rebooting an Agile Organization in 100 Days
  • Maurizio Mancini

This is a familiar story that is happening in many organizations. On the surface, this organization was nailing agile: 22 teams delivering software on a 2-week release train with some teams actually executing both Continuous Integration (CI) and Continuous Delivery (CD) processes. But a major question still lingered: Were teams shipping features that delivered enough value to the business?

This is the story of how a determined CTO, a reboot management team and a couple of consultants all worked together to set a new course for this organization in 100 days. Rather than look at implementing yet another framework, we got back to the basics and went from there.

You will see how one company rebooted their Agile organization in just 100 days by tweaking their agile and portfolio practices and the configuration and usage of their tools.

This 100-day ride is not easy and isn’t for the faint of heart but I will show how it is possible to re-focus an organization in a short amount of time and reboot both your Agile processes and tool configuration to maximize your ROI.

Governing Agile DevOps as it Matures to DevSysOps
  • Steven Woodward

The notion of being innovative, while delivering incremental, value-focused projects are not new ideas. That said, investors, customers and business stakeholders need assurance and governance processes that satisfy their needs and builds trust.

With the many security breaches in the past year, the industry is quickly moving towards DevSecOps, in order to ensure security and applicable governance practices are designed into the solutions.

Steven shares examples and scenarios in conjunction with necessary recognized compliance frameworks that help fill the “gaps”, especially when leveraging agile methods.  The agile method needs to incorporate security appropriately into requirements, and architect for resiliency.

Hidden Health Hazards of the Coaching Life
  • Paul Carvalho

As leaders, coaches and change agents, we are exposed to hidden health factors that may may be silently killing us. While we may be good at developing our skills and toolkits to help others, we don't always have the understanding or language to identify and talk about the things that may be hurting our ability to perform at our best. In this workshop, we will explore some of these health hazards, develop the language to talk about them, and leave with a plan to help us develop our better, healthier selves. When you fly in an airplane, the Safety demonstration reminds us to always put on our own oxygen mask first before we help someone else; similarly, this workshop shows us how to take care of ourselves so we may continue to help others.

Is your Agile Inclusive?
  • David Dame

Agile is about keeping pace with change. Inclusion ensures we bring everyone along with us.

Agile initially brought a bunch of individuals cross-functional specialists together to work as a team. This cross-functional team was able to deliver complex products more quickly. The concept of diverse teammates looking at a problem and sharing their perspective from their skill background proved to be the ideal way to creating solutions that meet the needs of domestic customers.

As companies execute on their digital strategy, products are now global. Having cross-functional teams are no longer sufficient. Agile teams need to be cross-functional AND diverse to meet the needs of global customers.

Dave will discuss the importance and competitive need to make your teams diverse. They will also share their experiences of integrating diverse members into the team.

Making Our Mark: Drawing together to enhance collaboration
  • Ellen Grove
  • Sue Johnston

Co-creating drawings helps teams enhance their systems thinking abilities by really seeing the big picture. A group of people talking around a whiteboard is an effective way to share ideas across a team. Imagine how much richer the conversation is when everyone on the team has a marker in their hand and is actively contributing! Graphic visualization is an important tool for talking about new ideas, generating insights and developing shared understanding. In a team context, drawing is a thinking tool rather than an artistic endeavour. When everyone participates in creating drawings, all team members can see how things fit together and what mental models are at play in defining the situation. And, by drawing together, the team is collaboratively creating meaningful records that are being validated and updated.

Join Ellen and Sue for a visual adventure into how teams can collaboratively visualize ideas and make sure that everyone at the table has a voice. In this workshop, we will warm up with some basic doodling skills practice. No drawing experience is required to take part in this session: if you can hold a marker, we can teach you the skills needed to put your ideas on paper. Together we'll consider the ways that collaborative drawing can be used to enhance group work, and we will share practical activities that you can take back to use with your team for setting the stage, gathering information, and sharing stories.

Modern Agile in the US Federal Government
  • Joshua Seckel

In 2001, a group of software developers got together in Snowbird, UT, and created the Agile Manifesto. The Manifesto was a statement of core value and principles. The core values are:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

These four values are supplemented by 12 principles of agile software. The original 17 signatories were joined by thousands of additional people with the ability to sign cut off in 2016.

These principles are the foundation of much of the work in agile that has occurred in agile development, but have been mostly frozen as practices and agile has evolved.

Agile has begun penetrating government spaces, but the software focused agile manifesto value and principles continue to give pause to some of the agencies and executives that are starting this adoption. They may lack the technical background or not see the return on mission value from the Manifesto. Additionally, for the best value, the agility adoption must extend beyond just the IT domain.

Modern Agile has been created recently to update the underlying foundational values and to provide a focus beyond software delivery. Those four values are:

  • Make People Awesome
  • Deliver Value Continuously
  • Make Safety a Prerequisite
  • Experience and Learn Rapidly

This talk will walk through this reimagining of the agile values and what they mean for delivery within a government context. We will take each value and look at government cultural and technical challenges and opportunities to advance modern development practices.

Josh shares the adaption of Modern Agile on both the cultural and technical areas for improving the experience of Modern IT adoption within the federal government.

Navigating the White Space: Using the Power of Social Networks
  • Sue Johnston
  • Jason Little

When Agile was introduced, 17 years ago, it set out values and principles to guide teams creating software. Since then, countless agile frameworks, tools, certifications, programs and methods have emerged, many of them claiming to be the right approach for transforming entire organizations. These Agile approaches coincide or compete with other frameworks, tools, certifications, programs and methods whose advocates also claim and aim at organizational transformation. 

These are the formal initiatives, established and funded by Chief [Whatever] Officers in meetings few of us attend. Top-down programs can provide guidance, but the real work of influencing change happens through interactions, people working with people. The tools and techniques provided by traditional change programs have their place, yet they are not enough. When we know how to navigate the space around the hierarchy and the initiatives, each of us can play a role in creating the future organization.  

In this interactive session, you'll explore ways to identify, promote and amplify the social interactions that nudge change forward in organizations. Jason and Sue will share simple, practical and, sometimes, quirky activities they've used or witnessed in organizations where they've worked or consulted.

Participants will walk away with ideas to help them:

  • get a clear view what's really going on around them
  • find and form alliances with like-minded people working for change
  • swim with the power in the organization, rather than against it
  • use their own natural style and strength to influence change
  • work at the edge without stepping over it.
Powerful Observational Techniques For Coaching Teams
  • Sundeep Dhillon

Starting out as a new agile coach is difficult. Where do you go? How do you start? Learn to leverage a coaching approach that focuses on observations and to form insights and goals.

You will uncover innovative and a  structured approach to coaching which aims at improving team performance by providing clear guidance and structure to the coaches and scrum masters. Through a structured approach, coaches and scrum masters will be able to better target their efforts and create demonstrable improvement in teams.

A structured coaching approach can be applied to, but is not limited to:

  • Agile, Lean, Scrum project practices: planning, tracking, improving.
  • Agile technical practices testing
  • Product management, business analysis, and Product Owner role
  • Scrum Master role (team leadership and project management)
  • Management and Leadership principles, skills, and practices
  • Effective agile process mechanics: iteration planning, reviews, retrospectives, daily stand-up
  • Building effective self-organized and empowered product teams
  • Evaluation of tools to assist in Agile Lean practices

After an introduction to effective observation techniques, groups will be asked to collect observations from various scenarios drawn from real-life experience with teams and organizations.. Groups will then collaborate with others and draw insights from common behaviors and trends. From this, we will leverage the Coaching Card technique to plan possible coaching paths forward and identify ways that progress could be validated and demonstrated in practice.

Attendees will leave this session with a structured approach to guide their ongoing coaching efforts and share those experiences with others in the organization.

Product Backlog Refinement with Structured Conversations
  • Michelina DiNunno

Using the Discover to Deliver(TM) Framework, learn to effectively and efficiently explore, evaluate, and confirm a shared understanding of refined backlog items using Structured conversations with the 7 Product Dimensions.

One of the most challenging and trouble-prone aspects of agile product development is discovering the right product requirements to deliver at the right time, for the right customer, and refining them for delivery. This session will share a common sense, tested approach for defining and refining backlog items—regardless of they are represented in your product backlog—so they are “ready” to get to “done”.

Explore how refinement is crucial to smooth flow, strong team collaboration, and healthy product development. Learn how refining backlog items using Structured Conversations with the 7 Product Dimensions enables you to slice backlog items while deeply enhancing teams’ domain knowledge. Participate in an activity to deepen your understanding of the dimensions and the questions they surface. See examples showing how visual models in facilitated discovery sessions enable you to efficiently build a shared understanding of product needs.

Product Ownership: Experience from the Enterprise Trenches
  • John Tobin
  • Jeff Kosciejew

After spending over three years working with two teams to build and develop a product in a large enterprise environment, being involved in over 170 one week sprints, writing over 2000 stories for the teams, and watching a product be deployed regularly adapting to changing customer needs I have some lessons learned and experiences to share! The teams I work with engage in continuous integration, with automated testing pipelines, and push their product components to production as often as every two weeks. We've achieved this in an enterprise environment with many 'traditional' ideas about project management and deployment.

This session is an audience question driven presentation, where I answer questions about my experiences in the following areas:

  • The PO role, in reality.
  • Stakeholder management and interaction.
  • Communication, both to stakeholders and with the team.
  • Story writing, and work management.
  • Working with the team.

Attendees will learn about some the following ideas, techniques, approaches, and experiences:

  • How the role of PO can differ from how it's outlined 'in the book' - and about what you might have tackle to be successful.
  • The rewarding parts of the role from my experience - and how to get to more of them.
  • How to say 'no' to stakeholders, and why you need to.
  • Storyboarding techniques to manage context over small sprints, and how to keep your backlog empty (and why that works!).
  • Achieving product and business agility - things you will need to do as a PO.
  • Epic management, and keeping the team focused.
  • Communicating progress and 'where we are' to stakeholders.
  • Importance and value of talking to your customers, and perhaps how you can get to them.
  • Breaking down the work into small pieces - how and why we do this.
  • Why a product owner is really also a tester, and why this is a great thing.
  • The benefit of small sprints to the PO, and everyone, and how to cope with these as a PO.
  • The importance and benefits of being present with the team, and why 'technical' product ownership will help.
  • Taking part in team ceremonies - how and why this is a good idea.
  • What it might take to make this a reality for you in an enterprise, and why it makes work much more rewarding.
Running with the Mob: Extreme Collaboration with Mob Programming
  • Mike Bowler
  • Ellen Grove

Mob programming is collaboration taken to the extreme, eliciting the best from every member of the team. In this session, you will experience the dynamics of mob programming and learn how to use this technique successfully in your own environments.

After mobbing with well over fifty teams, we've seen definite patterns emerge, that we'll discuss here.

Attendees should have worked in a team environment before although no other experience is required.

Security is everybody's job... Literally.
  • Tanya Janca

In DevOps everyone performs security work, whether they like it or not.  With a ratio of 100/10/1 for Development, Operations, and Security, it’s impossible for the security team alone to get it all done. We must build security into each of “the three ways”; automating and/or improving efficiency of all security activities, speeding up feedback loops for security related activities, and providing continuous learning opportunities in relation to security. While it may sound like the security team needs to learn to sprint, give feedback, and teach at the same time, the real challenge is creating a culture that embodies the mindset that security is everybody's job.

Succeeding with Specification by Example
  • Alistair McKinnell

Imagine that you are responsible for guiding a software product during its next few releases...

The developers on your team are diligently writing tests. You've never looked at the tests. The testers on your team can't seem to follow them.

When customers audit your development process they ignore these tests even though your developers assure you the tests are easy to follow.

You're working iteratively on the next release. You're making yourself available to the team. You're having great conversations. And yet, when features are delivered you realize the team misunderstood your perspective.

Someone from support drops by with a question. No one on the team can remember exactly how that feature from the last release works. The document you created to guide development is out of date. Jira tickets lack detail. The developers start digging into the source code for answers.

There has to be a better way. There is. It's called Specification by Example.

Specification by Example is a collaborative software development apporach that facilitates collaboration by illustrating software requirements with concrete examples and automated acceptance tests.

Alistair will show you how to succeed with Specification by Example by sharing his experiences from over ten years of implementing it with multiple teams.

Systems Thinking with the Ball Point Game
  • Jeff Kosciejew

Let's have a bit of fun as we look at the differences in improvements that can be made by those on a team, and the environment in which those people have to work!

Systems Thinking requires us to look holistically to understand the linkages and interactions between the elements and components that make up a defined system.

The Ball Point Game is an interactive & participatory activity, which will expose the impacts & start the conversation! If you've heard the terms "common cause", "special cause", "theory of constraints", "local optimization", or "system optimization", but always wondered exactly what those are, and how they impact your work, this is the session for you!

Once we start looking at ways to deliver value to our customers through the Systems Thinking lens, an entirely new world of possibilities will be exposed, giving us the opportunity to make a meaningful impact in what we deliver, and more importantly, how we deliver!

Team Health Checks for the Rest of Us
  • Gillian Lee
  • Courtney Kurysh
  1.  Identify when and how to use the Spotify Team Health Check Model, the basics and beyond
  2. Adapt the approach to your context and goals.
  3. Visualize team health and well-being before things have gon off the rails
The Art of Agile Documentation
  • David Sabine

A Sense-making workshop to simplify valuable documentation & reduce wasteful documentation.

Myth: "Agile teams don't document."

Truth: Agile teams produce excellent and valuable documentation.

Agile Engineering practices have revolutionized the ways in which documentation is treated and produced. In high-stakes environments with heavy compliance and audit requirements, a tendency toward exhaustive documentation is dangerously common. This workshop provides direct guidance and simple tools to help a document-heavy workplace think differently about documentation.

I have developed this workshop to help an organization reframe their understanding of documentation with respect to knowledge work in complex environments so that they may eliminate unnecessary artifacts and simplify/automate others.

The Decline and Fall of Agile (and how to spot what’s next)
  • Todd Charron

Agile is dead.

There. I said it.

In fact, I’ve been running sessions for the past year at open spaces titled, “Agile is Dead: Change my view” and I have yet to find a convincing counter argument.

Let’s be clear. All successful movements die, it’s inevitable. This is neither a bad thing nor a good thing, it just is.

In this session, we’ll be looking at where the Agile movement is in its life cycle, how it compares to other movements that have come and gone, and why we need to look back at the conditions that allowed Agile to grow and thrive in order to keep our eyes open for where we might be going next.

The Five Habits of Highly Effective Agile Organizations
  • Raj Mudhar

It's the classic leader's lament. Driving organizational performance in a way that delivers on business outcomes while engaging employees.

Organizations have been deploying Scrum, SAFe, DAD, and a host of other practices in the hope of achieving better business outcomes. We all know that practices alone don't generate the kind of powerful results you need to succeed. The missing ingredient? We hear the word culture a lot. But it is really about operating norms, or habits and behaviors. What I've observed through dozens of transformations within my company and clients are 5 habits that the leading organizations all possess. When these 5 habits are ingrained, the practices fall into place, and performance starts to rocket.

In this session you'll learn the habits, and why they drive performance. You' also learn about the key questions you can start asking to encourage the habits to take hold in your team, or more broadly, in your organization. The path to performance is paved by changes in behaviors that are reinforced daily. Asking the right questions at the right time can be a powerful way to nudge behaviors in the right direction.

Having said that, it's not enough to create the conditions for new habits to form. Countless studies, including famous ones by Wolfram Schultz, neuroscientist at the University of Cambridge, have shown that a cue and reward on their own aren't enough to create a lasting habit. Only when your brain starts to anticipate a reward will the habit become automatic.

The Lean Side of Agile
  • Barbara Schultz

Are your Scrum teams functioning well only to face problems when they try to reach beyond the sticky-note- covered walls of their own work spaces to the organization beyond? 

What if we could make the whole organization agile? 

Designed for all levels of Agilists, this presentation will focus on the unique Pyxis view of positioning of project / governance and operations teams along the Organizational Wheel.  We will then proceed to explore how Lean and Agile techniques can be used to make the wheel spin faster to create a truly Agile Organization rather than one that uses the Scrum Framework for projects.  

The body of the presentation will explore the relationship and commonalties between of Lean and Agile and introduce some uniquely Lean concepts from the Toyota Production System and how these principles can be applied in organizations from 7 to 70,000; in profit and non-profit and regardless of industry.

I will share stories and practical examples of how I have helped my clients to synthesize Lean and Agile to solve problems in their day to day operations to expand the Agile Culture beyond Scrum Teams.

I will briefly explore the common links of Delivering Value, Valuing People and Living by Values as we trace the historical development of principles and values in Agile movement long before the Agile Manifesto, back to Frederick Edwards; W. Edwards Deming; and the Toyota movement.

The path to Business Agility: Focus on idle work, not idle people.
  • James Steele
  • Travis Birch

There is one strategy that continuously delivers results in helping organizations achieve business agility - and this strategy is going to surprise you! It will challenge many of the biases you may have and will cause you to re-think many of the “best practices” that sometimes don't deliver what they promise.

Travis Birch and James Steele are management consultants that help world class organizations improve their service delivery. In this talk they are going to share the approach they take with their clients that is tried, tested, and continuously delivers results.

Learn to view your organization as an ecosystem of interdependent services and then manage the flow of work across these services. Focusing on the flow of work (or lack thereof) will shift your thinking and revolutionize the way you approach improvement initiatives.

We’ll make the argument that in an environment where flow is challenged:

  • Teams don’t really have much to do with business agility.
  • How busy people are is largely irrelevant. Focus on idle work, not idle people!
  • You’re wasting your time focusing on the performance of people and teams.
  • Your estimates are doomed.
  • The big levers for improvement in delivery-time and predictability are in removing waste.

If you’re a coach, consultant, manager, or someone looking to achieve astonishing results in the pursuit of business agility, this talk will provide you with pragmatic and actionable guidance that you can take back to your work and apply immediately.

We propose that organizations focus more on Managing and Measuring Work, and less on Managing and Measuring People!

Learn how to:

  • Visualize invisible work.
  • Manage work and not people.
  • Focus on the flow of work.
  • Understand how your work works!
  • Implement feedback loops.
  • Take an evolutionary approach to change.
The Power of Agile
  • Fahd Gulzar

Agile is everywhere, in our lives, in our work, in our relationships…The Power of Agile can change your life - you must think of Agile beyond your projects and programs. The lessons in the Agile manifesto are applicable to change your life in ways you never imagined.

If the ultimate goal of Agile is to “produce value in a new and innovative way” then is there an opportunity to leverage Agile principles and values so that i can create more value in my life and make my life more meaningful?

The answer is YES!

More Details:

I have leveraged Agile principles and techniques to help live my life in a more meaningful way. I can measure this meaningfulness by looking at three different areas; my progression in my work life, my progression in my personal life, the increase in state of happiness or well being (psychological mind state) and my desire to want to do more for others.

My presentation will go into details on how I’ve applied Agile principles and values outside the scope of Agile initiatives. In short, i’ve applied Agile principles to help me;

Prioritize my life

Be more adaptable

Be more collaborative

Be more motivational

Simplify life

I believe this presentation could change the way we all think about Agile.