Agile2018

Abstract:
Defining business value for product innovation is an essential and critical task used to obtain funding in enterprise environments. When Elon Musk obtained VC funding for Tesla, he used innovative business value modeling to make ruthless choices in his product offerings. How did he do this?
The following questions will be asked during the workshop:

• What is your MVP?
• What are your most innovative products?
• What are your most valuable products and product lines?
• Which products and product lines should be eliminated?

In this workshop, groups will be organized into scrum teams that will iterate in two sprints to create an innovation product backlog.
Learning Outcomes:
1.Understand MVP
2.Understand the value of product innovation
3.Understand the impact of product decisions
4.Identify and analyze business value factors
5.Evaluate product decisions
6.Create summary product worksheet

Learning Outcomes:

• Understand MVP
• Understand the value of product innovation
• Understand the impact of product decisions
• Identify and analyze business value factors
• Evaluate product decisions
• Create summary product worksheet

Attachments:

• Show Me the Money!.pdf

Abstract:
Legacy financial organisations (Banking, Financial and Insurance sectors) still face some of the traditional challenges such as lower time to market, high costs of maintenance, hetero-platform systems. They also operate in regulatory and risk environments. Such organizations have an obvious need to transform to more nimble organizations in order to stay relevant. However, it is not an easy change. Enroute the transformation, they face multiple challenges. This could be due to their inherent cultures, leadership styles, team structures, diverse application portfolio etc.
The objective of this session is to explore such real world challenges and dysfunctions faced by the BFSI enterprises during Agile transformations. Also, how the enterprises have mitigated the challenges and emerged successful.
The speaker has more than 20 years of experience working with legacy financial organizations, hence the discussions will be based on real-world scenarios.

Learning Outcomes:

• 1. Discuss challenges faced by legacy financial organisations during Agile transformations, more collaboratively with the participants.
• 2. Explore the options to mitigate such challenges, from the collective experiences of the participants.
• 3. Hear out real examples on how Fortune 500 organisations have emerged successful in such circumstances.
• 4. Know a leader's perspective in a legacy organisational transformation.
• 5. Appreciate how the legacy industry is moving towards Agility given their constraints.

Abstract:
Small teams are great - until they cause bigger problems than they solve. Small teams can communicate more effectively than large teams. They can leverage face-to-face communications more readily and share tacit knowledge without the need for so much written communication. However, for large endeavours, using many small teams present their own problems. Work dependencies between teams can cause major delays through costly hand-offs, mismatched priorities, and blocked tasks.
This workshop introduces strategies for structuring teams to reduce hand-offs and dependencies that create blocked work and delays. By investigating the (lack of) flow through multiple teams we can diagnose the cost of hand-offs and culprits of delays. We examine tools for making hand-offs and dependencies visible to highlight and bring collective attention to the problems. We then explore resolution patterns and work structures that maximize small team communications but limit negative aspects of managing multiple, inter-dependent project teams.

Learning Outcomes:

• Understand the time and cost penalties of team dependencies and hand-offs
• Gain tools for making dependencies, queues, and blocked work visible
• Learn how and when to balance small team benefits with more dependency issues
• Share implementation patterns and strategies to maximize team throughput

Attachments:

• 2 Pizza Team Heartburn Relief - Slides.pdf

Abstract:
Effectively driving enterprise transformation is a complex, adaptive challenge and requires a radical change in thinking and working. Learning is critical and transformations that don’t adapt and learn continuously will fail. In this practical and thought provoking workshop, Kamal and Petra will share their hard won knowledge and experience leading successful enterprise transformations by sharing their secrets: continuous innovation and learning as well as differentiating highlights: first universal principles, the one metric that matters and how they learned to break out of old mental models and business practices and pivot around the traps that derail most transformations.
Sharing stories from the birthplace of eCommerce: eBay, the presenter’s will
• share their journeys of learning, transforming and innovating
• explain how they achieved breakthroughs around 3 simple and differentiating plays
• facilitate group discussions and breakthrough activities enabling you to apply insights to solve your unique challenges
• share ideas on creating a practical playbook to put into action to address challenges impacting your transformation.

Learning Outcomes:

• Apply first principles and pivots to effectively execute enterprise transformation at scale.
• Understand patterns and anti-patterns to avoid traps.
• Create canvases and use simple tools to reduce uncertainty and complexity; and accelerate continuous learning and innovation.
• Create a transformation journey map that can be used to evaluate the future state for your organization.

Attachments:

• Innovating Your Way to Enterprise Agility_ Principles, Practices & Plays.pdf

Abstract:
There's a lot of talk around business agility and the structure of an agile organisation these days. Moving beyond the simple pyramid hierarchy but rather moving towards a network model. Hundreds of self-organising, cross-functional teams forming dynamic structures and collaborating towards common goals and outcomes, but ultimately independent in action.
But beyond creating "squads" and "tribes" most organisations don't have the luxury of building a true network organisation structure.
Except they already have...
The secret truth is that all organisations have a network structure. It may not be visible in the org-chart, but in the more real sense of how the organisation operates.
During this hands-on workshop, you will uncover the agile structure that exists within your organisation today and create a network map of your collaborators, colleagues and customers across all teams and divisions. By understanding your sphere of control and your sphere of influence, you will then learn how to build out and properly engage this network to help you in your business agility transformation. Finally, you will come away from this workshop with a personalised org-chart of your company.

Learning Outcomes:

• * Uncover the agile structure that exists within your organisation today
• * Create a network map of your collaborators, colleagues and customers across all teams and divisions
• * Understand your sphere of control and your sphere of influence
• * Learn how to build out and engage your network to help you in your business agility transformation

Abstract:
Attempts to scale agile company-wide show that agile has a profound effect on management leadership. Are the fundamental legal concepts such as exclusive control of corporations by shareholders still appropriate? In general, the exclusive control of corporations by shareholders seems to create challenges for all companies not just those trying to use agile.
Should a totally agile company have a hierarchy, a matrix, a network, or something else? If the whole company is constantly focusing on the customer, what happens if the shareholders are expecting quick return on investment? Should the voices of customers and staff have equal voice with shareholders? How can efforts to expand agile company-wide deal with conflicts around values and structure, the traditional stockholder value focus versus an egalitarian and customer focus?
Sociocracy, developed originally in the Netherlands, offers theory and methodology to support agile expansion in addressing these issues, especially around questions of structure and decision making. It provides a theory of governance that helps develop new relationships between stakeholders in a coherent way, especially when combined with Beyond Budgeting, Open Space, and Agile. It supports each individual, the company, and the company’s relationship with the larger society. This workshop introduces fundamental concepts, including some methods that participants can use right away.

Learning Outcomes:

• Understand the four principles of sociocracy
• Discuss how those principles can address current problems with implementing company-wide agility, particularly the conflict between shareholders and customer focus.
• Learn new immediately applicable meeting skills such as rounds, consent decision making, selection of persons by consent.
• Understand how sociocracy together with agile and other methods can support the use of company-wide agility.