Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Last 2018 briefing night

253 views

Published on

This deck supported a briefing night on what we are looking for at LAST Conference in Melbourne for 2018. It is probably generally useful.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Last 2018 briefing night

  1. 1. What are we here to do with LAST?
  2. 2. LAST Conference Information night Craig Brown, 2nd May 2018 19-20 July, Swinburne Uni
  3. 3. LAST Conference Information night What we are looking for: Form and content Attributes of a good session. What are we here to do with LAST? Diversity in the program Your goals?
  4. 4. What are we here to do with LAST?
  5. 5. Community Learning Accessible Diverse Evolving Sharing Pragmatic
  6. 6. ThisimageisfromabeautifulbookaboutstriescalledWonderbook
  7. 7. LAST 2018: Level up
  8. 8. What help do we want? Sorting and scheduling Do it twice Helping on the day
  9. 9. Your goals?
  10. 10. What we are looking for: Form and content
  11. 11. Make your own manifesto Context, structure and context Intro to Systems Thinking Theory of Contraints Patterns and anti-patterns for Cross functional teams How does creativity work? Dealing with legacy code Intro to Safe CIO discussion Founder story Feedback systems for Product managers Larman's Laws of Organization al Behavior Retrospective jam Buy a feature The economic evidence for coaching Myths of scrum What is Sociocracy The Vanguard method Compare and contrast Lean and Agile Recruiting and retaining ‘agile people’ Design thinking and why it makes a difference Defining Devops Tribes and guilds, strengths and weaknesses Heads of Product Cororate innovation story Sustainable products Demystifying change management Hacker challenge Get Kanban Coaching as a management practice Kanban: An improvement framework What is Holocracy Deming's 14 Principles Manage for flow The problems with job titles Innovate: Can we build a second product? Emergent leadership Intro to Less Architects round table Founder story A capability model for a product owner Mgt 3 Visualizing work Playing lean How to evaluate the performance of a coach Exploring XP What do we learn from Reinventing Organization s Complexity and Cynefin Manage WIP self organisation Software engineering practices Site reliability Intro to Nexus What do Tech leads do? Corproate sponsor story Managing trande-offs Agile and ADKAR Lean coffee Project Mgt in disguise Coaching as an emerging profession Putting a diversity lens on agile practices How can we use Heart of Agile Model your system Kanban deep dive Don’t forget Security Building innovation capability into your system Growing the next generation of technical leaders Evaluating of scaled models CTO panel Angel investor Job titles; PO, PM and more Lean change Lightning talks Mission and purpose Patterns for coaching Revisiting Agile Fluency The role of leadership Model and design Feedback loops Scrum-ban Leading technical teams Organise a hackathon Microservices rediscovered A meta model or principle approach to for dealing with scale Deep dive into the discipline of design VC investor Agile versus Product Management Cross team retrospective s What is Devops today? Lean Debate Compare and contrast Scrum- master and coach If I were in charge of content…
  12. 12. Make your own manifesto Context, structure and context Intro to Systems Thinking Theory of Contraints Patterns and anti-patterns for Cross functional teams How does creativity work? Dealing with legacy code Intro to Safe CIO discussion Founder story Feedback systems for Product managers Larman's Laws of Organization al Behavior Retrospective jam Buy a feature The economic evidence for coaching Myths of scrum What is Sociocracy The Vanguard method Compare and contrast Lean and Agile Recruiting and retaining ‘agile people’ Design thinking and why it makes a difference Defining Devops Tribes and guilds, strengths and weaknesses Heads of Product Cororate innovation story Sustainable products Demystifying change management Hacker challenge Get Kanban Coaching as a management practice Kanban: An improvement framework What is Holocracy Deming's 14 Principles Manage for flow The problems with job titles Innovate: Can we build a second product? Emergent leadership Intro to Less Architects round table Founder story A capability model for a product owner Mgt 3 Visualizing work Playing lean How to evaluate the performance of a coach Exploring XP What do we learn from Reinventing Organization s Complexity and Cynefin Manage WIP self organisation Software engineering practices Site reliability Intro to Nexus What do Tech leads do? Corproate sponsor story Managing trande-offs Agile and ADKAR Lean coffee Project Mgt in disguise Coaching as an emerging profession Putting a diversity lens on agile practices How can we use Heart of Agile Model your system Kanban deep dive Don’t forget Security Building innovation capability into your system Growing the next generation of technical leaders Evaluating of scaled models CTO panel Angel investor Job titles; PO, PM and more Lean change Lightning talks Mission and purpose Patterns for coaching Revisiting Agile Fluency The role of leadership Model and design Feedback loops Scrum-ban Leading technical teams Organise a hackathon Microservices rediscovered A meta model or principle approach to for dealing with scale Deep dive into the discipline of design VC investor Agile versus Product Management Cross team retrospective s What is Devops today? Lean Debate Compare and contrast Scrum- master and coach Activity!
  13. 13. What is my motivation? Why do I think this topic is important? Who is my audience and how can I help them? What is the main lesson or knowledge I hope to share? What is the best medium to deliver this information? Consider this
  14. 14. Workshop Discussion Presentation Game Case study Activity Workshop Discussion Presentation Game Case study Activity Workshop Discussion Presentation Game Case study Activity Workshop Discussion Presentation Game Case study Activity Workshop Discussion Presentation Game Case study Activity Workshop Discussion Presentation Game Case study Activity Workshop Presentation Presentation Game Case study Activity If I were in charge of content…
  15. 15. Presentation CaseStudy Discussion Games Activity/Simulation Workshop/Exploration
  16. 16. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Start with your story https://goo.gl/pLZqNZ
  17. 17. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Think about; • Know what you want to say. • Tell a story. • Have a point of view. • Share why you care. • Storyboard your presentation on paper • Consider Slides v no slides; Presentation Zen style slides if any. Keep it simple.
  18. 18. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration What makes a good case study? • Get people involved. • Get them thinking • Get them anticipating and participating • Introduce the people • The situation • The conflicts Set up the story • Forms groups • Apply theory • Suggest solutions Have the room solve the puzzle • The real world resolution • The relevant theory Hear what really happened • Share key lessons • Implications for people in the room General discussion/debrief
  19. 19. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration In groups of four or five Pick one person to run this; Leader • Going back to your idea • Who were the people and what were their motivations? • What was the situation and conflict Team • What theory was relevant • What should be done? Leader • What happened? All • How was the excercise? What makes a good case study?
  20. 20. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration A good question can generate a lot of learning. 2016: “Prove to me that hiring an Agile Coach is a good idea” A discussion?
  21. 21. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration What does a discussion look like?
  22. 22. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Divergence >< Convergence Defer judgement Evaluate Clarify Define Decide Evaluate Rank/rate Refine Choose Hone in Judge Connect Categorize Compare Cluster Reduce AnalyzeGo big, go wide Enhance Explore Yes and… Change perspectives Extend Build on Imagine Fantasize Remx Visualize Combine Play with Seek oddness Flip
  23. 23. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Debate Lean coffee Open discussion Brainstorm Panel Round table Interviews What else?
  24. 24. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Debate Lean coffee Open discussion Brainstorm Panel Round table Interviews What else?
  25. 25. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration If you want to run a discussion: • Start with something you are genuinely curious about • Facilitate well, but don’t drive • Ensure a wide range of contributions; don’t let it be dominated by a few • Have a structure; lean coffee, round tables, interviews, retrospectives, eg Insight on SBS • Guide the conversation when necessary • Watch the time; get to an end.
  26. 26. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration “I think we’re all impressed by how stupid humans are,” remarked James Gee, a professor of literacy studies at Arizona State University, who holds degrees in philosophy and linguistics from Stanford. “It reaches almost epic proportions. We’re stupid in dozens and dozens of ways. “But human minds are plug-and-play devices; they’re not meant to be used alone. They’re meant to be used in networks.” Games allow us to do that – they allow us to use what Gee calls “collective intelligence.” Collectively, we’re not so stupid.
  27. 27. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Games help us learn because • They use our bodies, not just our ears. • We have to think to participate • We have to look to see others are doing and how we are performing • We have to interact and negotiate with other participants, making the learning a social sport. • Games can do a good job of simulating work experiences. • Games provide open learning – you can reflect and see many lessons from participating in a game. https://elearningindustry.com/5-reasons-you-need-to-be-using-games-for-corporate-training
  28. 28. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration What games do we know? Get Kanban Playing Lean Agile-Lego training game https://www.lego4scrum.com
  29. 29. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration Tips for designing good games? Here are some ideas https://goo.gl/1dyjiK
  30. 30. Presentation Case Study Discussion Games Activity/Simulation Workshop/Exploration www.tastycupcakes.org
  31. 31. Attributes of a good session.
  32. 32. Consider this
  33. 33.  Did the session deliver on the promise in the description?  Did the session align to the conference theme [Level Up]  Did you finish in time?  Was your session structured well and get to a clear outcome?  Did you engage the audience in some tangible way?  Was your personal insight and perspective loud and clear?  Did your topic provide relevant and immediate value to the participants?
  34. 34. Diversity in the program
  35. 35. What are your ideas? Diversity in the program We want diverse perspectives. Encourage others. We will seek out diversity. We want your submissions to be diverse. We can use Slack to resolve tensions and call for help.
  36. 36. What are your ideas? Diversity in the program What will you do?
  37. 37. Previous years https://www.lastconference.com/melbourne/
  38. 38. Your goals? How did we go? 19-20 July, Swinburne Uni Level up LAST Conference@
  39. 39. LAST Conference Information night Craig Brown, 2nd May 2018

×