Tyler Gale presents on transforming the culture at the Australian Taxation Office (ATO) to be more agile. He was tasked with changing the culture across 24 teams to better align with agile principles. His approach involved identifying "Paladins" who championed the change, managing "Demons" who resisted it, and creating a secret "Illuminati" group to drive initiatives across teams. The results included improved metrics, more innovation, lower turnover, and other benefits of the cultural shift to agile. Gale shares lessons learned, including coaching leadership and focusing on success over delivery.
Chinaccelerator, in cooperation with People Squared and the University of Hult, once again hosted their program-annual 10X10 Shanghai on March 15th, 2014.
The Geeks on a Train tour takes the Chinaccelerator startups on a ride from Shanghai to Beijing, then back down to Hangzhou before returning to Shanghai.
As part of the tour, the 10x10 conference brings attendees 10 tech pioneers and top VC's from the startup ecosystem in China. This is an amazing opportunity for attendees to have a peek at the first startup accelerator program in China, meet interesting people and listen to amazing speakers.
As always, each of them takes attendees on a 10-minute tour of their own startup trials and tribulations, wins and losses, then give some great advice and maybe a secret or two about what they learned to help make them the superstars they are today.
These are their slides, we hope you enjoy them. Thank you for supporting Chinaccelerator and entrepreneurship worldwide.
Jerry Manas discusses project management lessons from Napoleon's rise and fall with PMOTraining.com CEO Dawn Mahan, based on his book, Napoleon on Project Management.
You never felt fully part of this world where you had to make a living. Somewhere along the way, you had your “Blue Marble” moment… seeing that the world is interconnected, sacred, beautiful. And it is under threat. This is the moment where you were called to service...
Jackie Lynton's presentation 'Disruption an agent of constructive change' at Health Education East Midlands - Quality Improvement Forum in Nottingham on 10 June 2015
Unfinished Business Lecture: Culture, User Research & DesignSteve Portigal
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications. In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Managing Change From The Inside Out - Christian Music Broadcasters - May 2015Tim Miles
What the people inside your organization most resistant to your ideas could also be your greatest allies in their implementation? Learn more in this entertaining but purposeful look at the insights and events that drive change, and how we can assess our own capacities, develop our skills, and manage change in the most effective way possible.
Chinaccelerator, in cooperation with People Squared and the University of Hult, once again hosted their program-annual 10X10 Shanghai on March 15th, 2014.
The Geeks on a Train tour takes the Chinaccelerator startups on a ride from Shanghai to Beijing, then back down to Hangzhou before returning to Shanghai.
As part of the tour, the 10x10 conference brings attendees 10 tech pioneers and top VC's from the startup ecosystem in China. This is an amazing opportunity for attendees to have a peek at the first startup accelerator program in China, meet interesting people and listen to amazing speakers.
As always, each of them takes attendees on a 10-minute tour of their own startup trials and tribulations, wins and losses, then give some great advice and maybe a secret or two about what they learned to help make them the superstars they are today.
These are their slides, we hope you enjoy them. Thank you for supporting Chinaccelerator and entrepreneurship worldwide.
Jerry Manas discusses project management lessons from Napoleon's rise and fall with PMOTraining.com CEO Dawn Mahan, based on his book, Napoleon on Project Management.
You never felt fully part of this world where you had to make a living. Somewhere along the way, you had your “Blue Marble” moment… seeing that the world is interconnected, sacred, beautiful. And it is under threat. This is the moment where you were called to service...
Jackie Lynton's presentation 'Disruption an agent of constructive change' at Health Education East Midlands - Quality Improvement Forum in Nottingham on 10 June 2015
Unfinished Business Lecture: Culture, User Research & DesignSteve Portigal
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications. In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Managing Change From The Inside Out - Christian Music Broadcasters - May 2015Tim Miles
What the people inside your organization most resistant to your ideas could also be your greatest allies in their implementation? Learn more in this entertaining but purposeful look at the insights and events that drive change, and how we can assess our own capacities, develop our skills, and manage change in the most effective way possible.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
In the first months of remote work due to COVID, I noticed a massive opportunity to learn from others, as a lot of conferences went online.
But then arose a problem in my capacity to absorb these learnings. So, I started my Creativity Journal and have never look back.
The natural constraints imposed by having a Creativity Journal ensure that I prioritise my attendance to online conferences, such as the Scrum Australia Lightning sessions and Creative Mornings talks. I take notes when I attend these insightful sessions; and then share the notes after the sessions.
Let me show you how you too can get the benefit of a Creativity Journal.
Are your retros boring, non-productive, and a waste of time? Come learn about 3 case studies of extraordinary retrospectives.
Retrospectives are the heart of the feedback loop, existing within an agile framework that fosters self-improvement.
Retrospectives lose value due to 2 reasons: they get boring or they have no value in terms of actionable items.
The first case will describe a team’s experience, organised at the Australian War Memorial in Canberra, Australia. A custom tour was developed that focused on “mateship”.
The second case will describe a team’s experience at the National Portrait Gallery in Canberra, Australia: a prototype team training based on Visual Thinking Strategies, VTS, usually reserved for 11-12 year old school children.
The third case will describe a leadership team’s experience at the Art Gallery of NSW in Sydney, Australia. A team of executive-level leaders learned about mindfulness techniques and taking the time off to appreciate art as a team.
I will describe how you can partner with a variety of resources, including government programs, that will enable you to do the same thing.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
People decide to go agile and then take on the task of hiring a coach. But if they don’t know anything about agile, how do they know what a good coach looks like? Here I take a look at what coaches should value over the many of the things that consultant coaches value.
Are you trapped in a hamster wheel of meetings, updating tracking tools, trying to keep stories progressing and generally being the “Scrum secretary” for everything that others are not doing themselves? Whilst you might be aware that this is not the most effective way to spend your time, you may not know how to transition out of this situation and what the more impactful activities are to transition to.
In this session we will explore what the most effective Scrum Masters and Agile Coaches focus on as well as some strategies for freeing up your time and building your skills in order to make a much bigger difference for your Scrum Team and surrounding organisation.
Situational Scrum Mastering: What the Scrum guide didn’t tell me about leadin...Scrum Australia Pty Ltd
This session aims to raise awareness about what it takes to successfully lead a team that is trying to be Agile. Santosh will share his personal experiences about challenges he has faced, and why it’s important for an effective Scrum Master to understand what their team needs in terms of leadership before they can successfully lead a team.
According to Paul Hersey, leaders need to adapt their behavior to fit a team’s readiness. Based this readiness level, which is determined by the team’s ability and willingness, a Scrum Master can opt for Telling, Selling, Participating, and Delegating their style of leadership.
In this talk, we will dive into specific things a Scrum Master should do when leading a team that has a different level of readiness. Ultimately, we will learn how a Scrum Master can help teams with limited confidence and abilities to become an agile team, leading them to maximise their agile-ness throughout.
If you are just starting a career as a Scrum Master are a seasoned veteran, or even an agile team member, and want to increase your understanding about leading teams that are trying to become agile, then this talk is for you.
A storm is defined as a disturbance of the atmosphere or the state of an environment, and life brings them in many forms and sizes. Some bring significant disruptions to normal conditions, while others destroy the existing structures and force a rebuilding. As humans we will experience various storms throughout our lives, with the aim of surviving them all.
We are so used to the occurrence of storms that preparing for them has become second nature. We have the technology available to us to help predict them, their size and intensity, so we know what to expect and plan accordingly. Best practices exist to manage the storms. However with climate change, it feels like there are more ‘freak’ one in a 100 year occurrences happening, which take everyone by surprise. The best practices lead to chaos. What’s the future going to hold and what can we learn today to in order to build our resilience for future storms? Do we reflect the shifting environment into our existing practices?
How do we apply these learnings from our life to an Agile transformation of an organisation?
On the horizon, a cyclone is growing in intensity and heading towards your organisation: to disrupt the existing paradigms. Everyone is scared and uncertain of what will survive, or will need to be rebuilt after the agile transformation has hit. What do we need to do to prepare for the transformation? How are we going to work together to build our resilience in the chaos of the cyclone?
How do organisations embrace the storm?
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Also download Sam Bowtell's: Discover your leadership agility
to accompany self-assessment
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Accompanies Sam Bowtell's: Discover your leadership agility
presentation
Choice and Control, how Hireup’s Empowering Vision aligns with Agile PrinciplesScrum Australia Pty Ltd
At Hireup, we believe that people with disability should have total choice and control over their supports. We've designed the Hireup model to ensure that people with disability decide who they work with, when they want their bookings to happen and how they would like their support delivered. Hireup's philosophy easily aligns with Agile Principles; learn how Agile Coaches join forces with the People and Culture team to champion Hireup's purpose-led culture.
by Andrew Rusling
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company.
Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle, unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality.
In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before.
This presentation shares with you my experiences of working with those two Scrum based organisations as they sought to improve their outcomes through Experimentation.
by Alan Taylor (Innodev)
Test Driven Development is an engineering concept with practices that has great benefit to business. For example, if your business wants to have idealised and revered products, you will have:
- an ability to deliver high quality products which keep up with the latest customer wishes;
- products which are constantly updated with the latest cool features; and
- ability to very quickly resolve any issues that do occur – and they do for even the best organisation
We will share with you why Test Driven Development is a pivotal tool in the fight to be one of those inspiring organisations. We will cover the practices at a high level and go into the outcomes of those practices. We will include not only how the business should benefit directly from them, but also how they provide indirect benefits for the team and the organisation. Every positive has some negatives, whether they are perceived or actual, long term or short term). We will touch on how they are like any form of exercise – they will be hard work at times, but afterwards the results will include fitter, stronger and faster teams able to delivery consistently better results.
As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain.
As someone within the delivery team, you will leave with deeper understanding of how you, your team and your company can effectively benefit from Test Driven Development.
Get outcomes by putting people over processes: Trust us… We’re social workers!Scrum Australia Pty Ltd
by Wendi Keenan & Rob Wojtaszek
Our session will focus on:
Utilising the power of social work values and principles to compliment Agile and Scrum implementation
Applying a social work lens to promote a positive team culture that facilitates the delivery of outcomes
Identifying how social work practices can motivate and encourage self-organisation.
Do you always take the stairs? How to use your growth mindset to build smar...Scrum Australia Pty Ltd
by Jen Miller
This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them.
The concept of a Growth Mindset gained real visibility with Carol Dweck’s research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the ‘Growth Mindset’. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.
by Alex Sloley
Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct – what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!
by Anoar Ahmed
Have you ever sat through endless scrolling credits after a film, speechless, while you processed your thought and feelings? Hundreds, if not thousands, of those disappearing names contributed towards these profound moments of transformative experiences. Timeless films are excellent examples of deep collaboration between multidisciplinary teams of highly skilled craftspeople, working to create moments that transcend the audience to the story world and subtly move them through the journey of films’ protagonist/s.
Filmmakers are master collaborators that literally bring together teams of multidisciplinary casts and crews on the same page of the scrip. Great filmmakers challenge and inspire technicians to become artists and actors, to become immortals through the “power of the story”.
Many years ago, my screenwriting lecturer famously told us during our very first day at the film school, “One thing is certain about filmmaking, that everything you have planned will need to change because it will rain tomorrow”. Filmmakers mastered the art of embracing uncertainty many decades ago, when there were no weather apps, by being truly agile.
In this talk, I will draw from my lifetime of study and exploration of the art and craft of filmmaking. I will demonstrate, using examples from classic films, how motivated and inspired multidisciplinary teams collaborate to bring the vision of a cinematic project to life and transcend audiences around the globe to the story world. I will share what leaders can learn from masters of the ultimate collaborative art of filmmaking.
by Diana Kirkova
Team Dynamics is like an unconscious force that influences team behaviour, reactions, and performance. Problems and solutions, from my experience, will be packed into a nice presentation, but the most exciting part will be the “Time to play” where we will face real problems and discuss how to solve them. Games like Blame game and responsibility game will be played and discussed.
by Craig Brown
This session is a structured walk-through the ideas around collaboration. I’ll be introducing key ideas and then leading participants through a workbook of eight questions that help people understand collaboration, why it is important and how they can take action to increase collaboration at their workplace.
People like the idea of collaboration, but have fuzzy ideas about what it is and what good collaboration looks like. This will help them think about collaboration in a more structured way and see opportunities for improvement in their own context.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
Changing the way we change – leveraging a combination of Lean, Design, and S...Scrum Australia Pty Ltd
Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.
In the first months of remote work due to COVID, I noticed a massive opportunity to learn from others, as a lot of conferences went online.
But then arose a problem in my capacity to absorb these learnings. So, I started my Creativity Journal and have never look back.
The natural constraints imposed by having a Creativity Journal ensure that I prioritise my attendance to online conferences, such as the Scrum Australia Lightning sessions and Creative Mornings talks. I take notes when I attend these insightful sessions; and then share the notes after the sessions.
Let me show you how you too can get the benefit of a Creativity Journal.
Are your retros boring, non-productive, and a waste of time? Come learn about 3 case studies of extraordinary retrospectives.
Retrospectives are the heart of the feedback loop, existing within an agile framework that fosters self-improvement.
Retrospectives lose value due to 2 reasons: they get boring or they have no value in terms of actionable items.
The first case will describe a team’s experience, organised at the Australian War Memorial in Canberra, Australia. A custom tour was developed that focused on “mateship”.
The second case will describe a team’s experience at the National Portrait Gallery in Canberra, Australia: a prototype team training based on Visual Thinking Strategies, VTS, usually reserved for 11-12 year old school children.
The third case will describe a leadership team’s experience at the Art Gallery of NSW in Sydney, Australia. A team of executive-level leaders learned about mindfulness techniques and taking the time off to appreciate art as a team.
I will describe how you can partner with a variety of resources, including government programs, that will enable you to do the same thing.
The predominant mindset around complex problem solving is decomposition; we inevitably jump to ways of ‘chunking up’ a solution. At Aginic, our experience of delivering hundreds of engaging data experiences is that this often misses a step that is crucial to creating compelling digital experiences: experimentation. In this talk we’ll describe how we have baked in experimentation to our ability to explore and navigate complex problem spaces and how this has helped deliver engaging outcomes for our customers.
This talk is a must for anyone tackling complex projects, particularly involving data.
People decide to go agile and then take on the task of hiring a coach. But if they don’t know anything about agile, how do they know what a good coach looks like? Here I take a look at what coaches should value over the many of the things that consultant coaches value.
Are you trapped in a hamster wheel of meetings, updating tracking tools, trying to keep stories progressing and generally being the “Scrum secretary” for everything that others are not doing themselves? Whilst you might be aware that this is not the most effective way to spend your time, you may not know how to transition out of this situation and what the more impactful activities are to transition to.
In this session we will explore what the most effective Scrum Masters and Agile Coaches focus on as well as some strategies for freeing up your time and building your skills in order to make a much bigger difference for your Scrum Team and surrounding organisation.
Situational Scrum Mastering: What the Scrum guide didn’t tell me about leadin...Scrum Australia Pty Ltd
This session aims to raise awareness about what it takes to successfully lead a team that is trying to be Agile. Santosh will share his personal experiences about challenges he has faced, and why it’s important for an effective Scrum Master to understand what their team needs in terms of leadership before they can successfully lead a team.
According to Paul Hersey, leaders need to adapt their behavior to fit a team’s readiness. Based this readiness level, which is determined by the team’s ability and willingness, a Scrum Master can opt for Telling, Selling, Participating, and Delegating their style of leadership.
In this talk, we will dive into specific things a Scrum Master should do when leading a team that has a different level of readiness. Ultimately, we will learn how a Scrum Master can help teams with limited confidence and abilities to become an agile team, leading them to maximise their agile-ness throughout.
If you are just starting a career as a Scrum Master are a seasoned veteran, or even an agile team member, and want to increase your understanding about leading teams that are trying to become agile, then this talk is for you.
A storm is defined as a disturbance of the atmosphere or the state of an environment, and life brings them in many forms and sizes. Some bring significant disruptions to normal conditions, while others destroy the existing structures and force a rebuilding. As humans we will experience various storms throughout our lives, with the aim of surviving them all.
We are so used to the occurrence of storms that preparing for them has become second nature. We have the technology available to us to help predict them, their size and intensity, so we know what to expect and plan accordingly. Best practices exist to manage the storms. However with climate change, it feels like there are more ‘freak’ one in a 100 year occurrences happening, which take everyone by surprise. The best practices lead to chaos. What’s the future going to hold and what can we learn today to in order to build our resilience for future storms? Do we reflect the shifting environment into our existing practices?
How do we apply these learnings from our life to an Agile transformation of an organisation?
On the horizon, a cyclone is growing in intensity and heading towards your organisation: to disrupt the existing paradigms. Everyone is scared and uncertain of what will survive, or will need to be rebuilt after the agile transformation has hit. What do we need to do to prepare for the transformation? How are we going to work together to build our resilience in the chaos of the cyclone?
How do organisations embrace the storm?
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Also download Sam Bowtell's: Discover your leadership agility
to accompany self-assessment
Were you born as an Agile leader, or can you develop or pivot your leadership style to be one?
This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability.
Accompanies Sam Bowtell's: Discover your leadership agility
presentation
Choice and Control, how Hireup’s Empowering Vision aligns with Agile PrinciplesScrum Australia Pty Ltd
At Hireup, we believe that people with disability should have total choice and control over their supports. We've designed the Hireup model to ensure that people with disability decide who they work with, when they want their bookings to happen and how they would like their support delivered. Hireup's philosophy easily aligns with Agile Principles; learn how Agile Coaches join forces with the People and Culture team to champion Hireup's purpose-led culture.
by Andrew Rusling
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company.
Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle, unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality.
In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before.
This presentation shares with you my experiences of working with those two Scrum based organisations as they sought to improve their outcomes through Experimentation.
by Alan Taylor (Innodev)
Test Driven Development is an engineering concept with practices that has great benefit to business. For example, if your business wants to have idealised and revered products, you will have:
- an ability to deliver high quality products which keep up with the latest customer wishes;
- products which are constantly updated with the latest cool features; and
- ability to very quickly resolve any issues that do occur – and they do for even the best organisation
We will share with you why Test Driven Development is a pivotal tool in the fight to be one of those inspiring organisations. We will cover the practices at a high level and go into the outcomes of those practices. We will include not only how the business should benefit directly from them, but also how they provide indirect benefits for the team and the organisation. Every positive has some negatives, whether they are perceived or actual, long term or short term). We will touch on how they are like any form of exercise – they will be hard work at times, but afterwards the results will include fitter, stronger and faster teams able to delivery consistently better results.
As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain.
As someone within the delivery team, you will leave with deeper understanding of how you, your team and your company can effectively benefit from Test Driven Development.
Get outcomes by putting people over processes: Trust us… We’re social workers!Scrum Australia Pty Ltd
by Wendi Keenan & Rob Wojtaszek
Our session will focus on:
Utilising the power of social work values and principles to compliment Agile and Scrum implementation
Applying a social work lens to promote a positive team culture that facilitates the delivery of outcomes
Identifying how social work practices can motivate and encourage self-organisation.
Do you always take the stairs? How to use your growth mindset to build smar...Scrum Australia Pty Ltd
by Jen Miller
This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them.
The concept of a Growth Mindset gained real visibility with Carol Dweck’s research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the ‘Growth Mindset’. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.
by Alex Sloley
Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct – what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!
by Anoar Ahmed
Have you ever sat through endless scrolling credits after a film, speechless, while you processed your thought and feelings? Hundreds, if not thousands, of those disappearing names contributed towards these profound moments of transformative experiences. Timeless films are excellent examples of deep collaboration between multidisciplinary teams of highly skilled craftspeople, working to create moments that transcend the audience to the story world and subtly move them through the journey of films’ protagonist/s.
Filmmakers are master collaborators that literally bring together teams of multidisciplinary casts and crews on the same page of the scrip. Great filmmakers challenge and inspire technicians to become artists and actors, to become immortals through the “power of the story”.
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Paladins, demons and the Illuminati: Changing culture at the ATO
1. Paladins, Demons & the Illuminati
Changing culture at the ATO
Presented by Tyler Gale
Australian Taxation Office
CLASSIFICATION
EXTERNAL
2. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 2
Who am I
Tyler Gale
Agile coach @ Australian Taxation Office
●
Agile coach for the branch in ATO responsible for most of the client
facing applications (ATO mobile app, ato.gov.au, ATO Online, etc.)
●
We have 24 agile teams predominantly in Brisbane, but with some in
Canberra and Melbourne.
●
Got into coaching by accident. Became a Scrum master without a
team, applied the principles to many teams!
3. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 3
What we are going to talk about
●
My overwhelming task
●
Paladins, Demons & the Illuminati
●
The results!
●
Things I wish I had known
●
Q and Eh!
4. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 4
The specific takeaways you’ll get
●
Why culture can should not be ignored in your
transformation.
●
Some practical tips on how to transform
incumbent bad culture at scale
●
Some lessons I learnt the hard way.
5. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 5
A Kebab shop changed my life...
●
Recognition for my ability to
transform an area into
“green-fields” agile.
●
Experimental position as an
ATO-internal Agile coach full-
time.
6. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 6
The situation
One
Branch
Another
branch
New ultra mega
mega branch
7. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. 7
The mega branch issues
●
Formed as scrum, but culture rooted in Waterfall.
●
Command and control hierarchy, with limited
autonomy for teams.
●
No product owners (lolwut)
●
Not even remotely full stack
●
Overburdened and overworked
New ultra mega
mega branch
8. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. 8
The immediate mission:
Fix the culture (fix the
environment, not the
people).
Create (and maintain)
the OMGWTFBBQ
most-agilest area ever!
9. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 9
Waterfall is fixed scope, with dynamic
resourcing and time.
Agile is fixed resources and time, with
dynamic scope.
10. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 10
Outcomes of that model
●
No autonomy
●
No trust and transparency
●
No collaboration, learning or innovation
●
No connection to reasoning and value
●
No celebration
●
No inspection and adaption
11. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 11
Outcomes of Agile
●
No Autonomy
●
No Trust and transparency
●
No Collaboration, learning or innovation
●
No Connection to reasoning and value
●
No Celebration
●
No Inspection and adaption
12. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 12
So how did we change?
(how does one change 300?)
13. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 13
What to do yourself...
●
Exemplify the behaviour you expect in others.
●
Work with others to make it clear what “good”
looks like so people can reach for it. Don’t
assume they know!
●
Never appear as a manager or an auditor! You
work for the people!
14. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 14
Some low hanging fruit for changing the
environment
●
Create spaces that forces behavioural usage.
Whiteboards are cheap ways of collaborating!
●
Destroy formality with memes (the dankest possible)
and remove the power from “incidents”.
●
People make the best decisions for better
processes, tools, etc.
●
Retrospect, retrospect, retrospect and retrospect.
15. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 15
The Paladin – Agile holy warrior
The paladin (this is who you
invest your time in)
●
Is enthusiastic and motivated by
the change agenda.
●
An “infection point” that changes
those around them (buffs).
●
Less likely to “drop” new skills,
behaviours and culture in the
face of resistance
16. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 16
How to find paladins
●
Hold “open” workshops. Who
attends, and how often?
●
Who responds to requests for
assistance?
●
Who interacts with the games
on whiteboards?
●
Who is demonstrating
innovation or skilling those up
around them?
17. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 17
The Demon
Refuses to change, and is
toxic to others:
●
Negative impact on those
around them.
●
Believes they can disable the
cultural transformation.
Do not spend time trying to
change them, but protect others
from their influence!
18. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 18
How to detect a demon
●
Demons usually make
themselves known.
●
Demons actively disrupt
attempts to make change.
●
Pay special attention to
leadership and roles that
disappear in Agile.
19. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 19
The Illuminati – The shadowy change group
●
Eyes and ears of people and
leadership.
●
Group takes action across the
space (examples incoming).
●
Rank and role left at the door,
and total honesty between each
other.
●
Membership is secretive.
20. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 20
Some of our Illuminati membership
●
Finance officers. Useful for change that requires
money!
●
Very high level leadership. We can anticipate
organisational change and feed that into our plans.
●
Normal team members. Can see the bad/good
things we normally couldn’t!
21. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 21
The outcomes...
22. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 22
●
Our internal metrics & census data show successive
improvements with each run.
●
Teams are consistently reserving capacity for
learning, innovation and technical debt refactoring.
●
Our staff turnover rates are dramatically lower.
People wanting to work with us has increased too!
●
Most of our demons are gone.
●
We advise internal and external areas on how to
accomplish transformations in their space.
23. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 23
24. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 24
Did we accomplish the mission?
Dramatically better, but
this will always be a work
in-progress.
Yeah, but we still want
it to be better and
better.
25. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 25
I wish I had known earlier...
●
Coach leadership immediately!
●
Look after yourself! Do not become cynical and
be patient.
●
Define to yourself what success is, and always
take the time to notice it. This isn’t delivery!
26. Thanks for listening!
Any questions?
Tyler Gale
tyler.gale@ato.gov.au
https://www.linkedin.com/in/tyler-gale-359ab16b/
27. EXTERNAL – Paladins, Demons & The Illuminati – Changing culture at the ATO. Tyler Gale 27
References
●
Deumus. Retrieved 21/20/2018 from https://commons.wikimedia.org/wiki/File:Deumus.png
●
Segway in the office. Retrieved 21/10/2018 from
http://bulknews.typepad.com/life/2005/11/segway_in_the_o.html
●
Colour by numbers. Retrieved 21/10/2018 from
https://www.amazon.com/Colour-Numbers-Culture-Club/dp/B000000WHH
●
Uther by Vir Hiyuga. Retrieved 21/10/2018 from https://weheartit.com/entry/237176364
●
Illuminati Triangle. Retrieve 21/10/2018 from
https://commons.wikimedia.org/wiki/File:Illuminati_triangle_eye.png
●
Kebab cat. Retrieved 21/10/2018 from https://i.chzbgr.com/full/4809741056/h7F929344/
●
The Sitiation. Retrieved 21/10/2018 from
https://hips.hearstapps.com/hmg-prod.s3.amazonaws.com/images/the-situation-tax-stuff-152
2948201.jpg?resize=480
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