Chris Farrell, Shawn Button help workshop participants to see the problems of self-organization and learn using BEGIN -Boundaries, Empowerment, Goals, Ingredients, Nurture- to empower their team.
Michael Sahota discusses top 10 Agile gotchas: when release is ready, sprint meetings take too long, no retrospectives, people aren’t working together, getting new stories, stand-ups are boring, etc.
Steffan Surdek introduces key Tribal Leadership models for Scrum Masters, Project Managers, Development managers or anyone else interested in a better understanding the teams they are working with.
Gerry Kirk introduces the 7 levels of delegation by playing Delegation Poker, a game to make clear who’s responsible for what and on what level, useful to make decision making process explicit.
Neil Killick proposes ways to reduce risk and uncertainty, calculate a product’s price, determine delivery dates and roadmap, do Scrum and XP without using estimates.
Tim Berglund shares the vision of an organization without product managers with its implications and boundaries, provoking the listener to take a bold step into that direction.
Sprints, Scala, Scale & Serendipity: Blue Sky Thinking and Washing the Pots on the Road to Success at a Technology Startup
Ian Brookes and Rob Strange recount the journey and relationship of a Tech start-up and its software development partner, with the milestones and millstones along the way.
Angie Duncan discusses product roadmap: what it is, how it is built, who owns it, how it is used, common pitfalls, etc.
Satish Thatte introduces Scrum, Agile and Lean, then explains how Lean can be used to enhance Agile practices.
Roman Pichler shares insight on Agile practices that can improve innovation, discussing the innovation stages and how product ownership, process, and project setup are influenced by uncertainty.
Vickie Gray explains how to change an organization’s culture one person at a time using the Core Protocols developed at McCarthy BootCamp under the lead of Jim and Michele McCarthy.
Harrison Owen argues that human systems are open, can’t be controlled, organizational agility is a natural act, and the best thing to do is to not stay in its way.