By now we know that agile does not mean anarchy. It is simple yet disciplined. Leadership plays an important part in its success. We heard, learned, and experienced the characteristics and behavior required for an agile transition as well as continuous adaption and improvement. Agile leadership can be strong, powerful, and subtle. How is leadership similar or different for various roles such as ScrumMaster, project manager, functional manager, director or executive leader? How do agile leadership roles and responsibilities differ from traditional leadership roles and responsibilities? Do they change depending on the enterprise goals? How can heroic leaders transform themselves to post-heroic? How does leadership style affect the team? How do servant leaders take a back seat yet influence, facilitate, coach, and rally teams to success?
We need a new kind of leadership. But what does it look like? Let us know what leadership approaches, techniques, tools, and styles you have used successfully and not so successfully. We learn from our mistakes as well as our successes.
When agile practices are introduced in an organization, one of the challenges that can face a development team is to begin meaningful interaction with real customers. Often those of us with technical backgrounds have spent little time studying or appreciating the effort involved in improving our communication skills, especially with those who are not technical. In response to this dilemma, a set of patterns to enhance customer interaction has been written and published and will be presented in this session.
| Presenter(s): | Linda Rising |
| Day and Time: | Monday, 09 August 2010, 09:00 - 12:30  |
| Location: | A-2 |
| Level: | Introductory |
Agile organizations require more than a change in management structure. They require new ways of creating and sharing knowledge. In this session, I will present a case study and lead exercises for a set of knowledge-creating models. These include Verne Harnisch's cross-functional Rocks; Lean models of A3s, value stream maps, and PDCA; Dennis's True North and Mother Strategies; ORIDs; and Senge's personal visioning. I will then provide an organizational structure and meeting cadence we use to apply and re-inform these models on a regular basis. This is what creates an innovative organization.
| Presenter(s): | Jean Tabaka |
| Day and Time: | Monday, 09 August 2010, 13:30 - 17:00 |
| Location: | Asia 5 |
| Level: | Expert |
You’re a mischievous wooden little boy who dreams of becoming a manager one day. On your journey, you'll encounter characters that will lead you astray and others who'll help you find your way back to your goal. Discover how you can apply some Lean Leadership tools: * Long term philosophy * Focus on Value * Relentless Reflection and Continuous Improvement * Leadership Discipline * Decisions based on Consensus Join us to put some Lean leadership tools into practice and come up with 3 actions to take away. Give your story a Happy Ending with the help of talking animals.
| Presenter(s): | Portia Tung , Pascal Van Cauwenberghe |
| Day and Time: | Tuesday, 10 August 2010, 13:30 - 15:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Introductory |
Agile teams tend to work better when they exhibit certain qualities, competencies and behaviors. Conversely, teams are much less effective when they exhibit other traits that run counter to Agile expectations. Or so the literature says… But is that the complete picture? During this workshop participants will identify and consolidate factors that enabled the challenged, imminent-failure teams to succeed, as well as the factors that inhibited potentially great teams. These lessons will assist them on future teams and integrate real-world experience into the Agile body of knowledge.
| Presenter(s): | Gil Broza , David Spann |
| Day and Time: | Tuesday, 10 August 2010, 13:30 - 15:00 |
| Location: | Southern Hemisphere II |
| Level: | Practicing |
Most agile initiatives focus solely on delivery and execution while ignoring the impact that such a radical change will have on an organization. It is the responsibility of the SM to shield the team from such distractions rather than leverage them as enablement tools. Via a military metaphor, we use a simple technique of mapping influences acting on projects. Mapping is used to analyze the organization to identify potential risks and decide where to exert influence to make the difference between the beginning of an agile transformation and the end of a single agile project.
| Presenter(s): | George Schlitz , Giora Morein |
| Day and Time: | Tuesday, 10 August 2010, 15:30 - 17:00 |
| Location: | Asia 2 |
| Level: | Practicing |
As organizations have transitioned to agile projects and programs, what happens to the managers? Do we need managers any more? Yes, we need managers. And, in an agile organization, where the managers are freed from the day-to-day tactical project tasks, we need them more than ever as leaders doing strategic work: managing the project portfolio, removing organizational obstacles, building trusting relationships with technical staff, coaching, providing feedback, assisting with career development, leading the hiring decisions and process, and building the capacity of the organization.
| Presenter(s): | Johanna Rothman |
| Day and Time: | Tuesday, 10 August 2010, 15:30 - 17:00 |
| Location: | Southern Hemisphere II |
| Level: | Introductory |
| Presentation: | Download Slides |
How can we deal with non-collaborators? We can’t change them but we might be able to work with them – or, work around them. How do we know? In this interactive course, you will learn how to identify non-collaborators, understand the systems your non-collaborators work in, assess the systems you work in, build a map of traits, and map tools for dealing with non-collaborators.
| Presenter(s): | Pollyanna Pixton |
| Day and Time: | Tuesday, 10 August 2010, 15:30 - 17:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Practicing |
The Task Commitment Game helps team members allocate their time across tasks in an iteration. Designed to be played during the iteration planning meeting, this game specifically helps teams whose members are still working in narrowly defined skill sets. Attendees will play the game as members of a team who don’t have enough available hours in the iteration to get all the tasks done. After the game is complete, two additional variations will be shown: an online version for distributed teams from Innovation Games®, and a minimalist version for the busy or budget-constrained.
| Presenter(s): | Michele Sliger |
| Day and Time: | Wednesday, 11 August 2010, 09:00 - 10:30 |
| Location: | Southern Hemisphere IV/V |
| Level: | Introductory |
The role of managers in a Scrum organization is a topic of high interest with almost no research. Changes in management roles and behaviors a Scrum environment were evaluated in a rapidly growing, social entertainment and gaming company in Finland. Sulake introduced Scrum in 2006 and within 6 months institutionalized Scrum across the organization. The biggest challenges for managers were keeping up with the team and learning to "let go" and stop micro-managing the teams. The experience of the managers and their transition in roles and perceptions of the teams will be described in detail.
| Presenter(s): | Dina Friis , Jens Ostergaard |
| Day and Time: | Wednesday, 11 August 2010, 11:00 - 12:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Introductory |
Do you mentor, coach, teach or just help other people? Do you wonder why, after what feels like your greatest teaching moments, some people still don’t get it? Neuroscience has started to provide us with insights into what happens in the learner's brain when we’re teaching. Learning is really about building and reinforcing existing neural networks. Instead of providing a lot of new ideas out of the blue, we need to understand the learners existing context and work with that. Instead of focusing on mistakes and errors, we need to focus on what good solutions look, sound and feel like.
| Presenter(s): | Mark Levison , Roger Brown |
| Day and Time: | Wednesday, 11 August 2010, 13:30 - 15:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Practicing |
This fun and energetic session features "Bloody Stupid" Johnson and The Jester facing off to architect the Perfect Agile Process (PAP). On their journey, they will get just about everything wrong. Come learn what not to do and have a good time doing it.
| Presenter(s): | James Shore , Arlo Belshee |
| Day and Time: | Wednesday, 11 August 2010, 13:30 - 15:00 |
| Location: | Asia 2 |
| Level: | Introductory |
Agile teams need to hire. How do you know who will transform your entire team's ability to meet its objectives? Behavorial Interviewing is a very pragmatic technique that gets to heart of assessing people. Avoid typical mistakes like hiring people similar to you ("fit"). Get good information from people who do not interview well, and don't get blinded by those who do. Focus on the specific traits you need in your team, rather than just skills. Through experience as interviewers, your team will also greatly enhance their understanding of each other, and collaborate more effectively.
| Presenter(s): | Rod Belshee , Arlo Belshee |
| Day and Time: | Wednesday, 11 August 2010, 15:30 - 17:00 |
| Location: | A-2 |
| Level: | Introductory |
There is no better way to gauge an organization’s culture than to watch its meetings - usually dull and lifeless. Meetings are often cited as one of the most wasteful activities in business - yet Scrum demands more meetings more often. Engineers find themselves micro-managed with little time left to get “real” work done. This session provides leaders a whole new perspective and techniques for Scrum Meetings in building high-performing disciplined teams through focused, active, engaged, visual and time-boxed facilitation techniques to take teams from DOING Scrum to OWNING Scrum!
| Presenter(s): | Pete Behrens |
| Day and Time: | Wednesday, 11 August 2010, 15:30 - 17:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Practicing |
You know which agile practices will move your business forward. However, there’s no time to actually make it all happen. Whether you're introducing agile practices, you're a customer aching for new features, you're trying to keep your clients happy or you just want to get some work done, The Eisenhower Method (from Covey’s “7 Habits of Highly Effective People”) is a simple yet powerful technique to become more effective and getting the right things done at the right time. Join us for the Quadrants of Effectiveness board game to learn and practice this method. Fun guaranteed!
| Presenter(s): | Gino Marckx , Michael Sahota |
| Day and Time: | Thursday, 12 August 2010, 09:00 - 10:30 |
| Location: | Southern Hemisphere IV/V |
| Level: | Introductory |
Its 60 years since Deming said that the biggest problem with many companies is management that is off course. Despite recent interest in applying Lean concepts to software, not enough has changed. Why? We think of managers making decisions, setting priorities, organizing work, keeping budgets, hiring, and mentoring people. What we’ve overlooked is a manager’s role as designer. Managers are designers of the experience of work and of systems to produce valuable products. As designers, we need to ask and answer questions that will help us create those experiences and systems.
| Presenter(s): | Esther Derby |
| Day and Time: | Thursday, 12 August 2010, 11:00 - 12:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Expert |
Are you thinking about trying agile approaches? Do you have a transition underway? Is your team or organization trying to become agile, but been less than successful thus far? A foundational implication – and biggest potential roadblock – of the agile manifesto is culture change. To be successful with agile and especially to scale, you must go beyond technical practices and simultaneously tackle culture changes. This session shows why this is so, introducing an easy culture model and providing you the opportunity to try out two culture tools to help you plan and overcome hurdles.
| Presenter(s): | Mike Russell |
| Day and Time: | Thursday, 12 August 2010, 13:30 - 15:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Introductory |
Individual and team performance varies by the competence and commitment with the task at hand. Leaders must be adept at diagnosing situations and versatile in applying the matching leadership style to improve the individual's or team's performance. Leaders at all levels (functional leads, scrum masters, agile coaches, managers, etc.) will walk away from this engaging workshop with knowledge and skills that will improve their leadership versatility and overall effectiveness regardless of the situation. This workshop is based on the Situational Leadership II model developed by Ken Blanchard.
| Presenter(s): | Dave Neuman |
| Day and Time: | Thursday, 12 August 2010, 15:30 - 17:00 |
| Location: | Southern Hemisphere IV/V |
| Level: | Practicing |
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Your Logo Here! |
Producer: Mitch Lacey
Co-Producer: Stephen Cohen