Workplace finger-pointing stifles creativity, reduces productivity, and limits psychological safety. Although no one sets out to be judgmental, learning new habits is hard. By facilitating blame-free retrospective meetings, leaders chart a productive path forward. They amplify three essential motivators of purpose, autonomy, and co-intelligence within their team. Layered on with four resilience factors: inclusive collaboration, transparent power dynamics, collaborative learning, and embracing conflict. After applying these strategies, learning leaders will help their teams and themselves become more resilient and better equipped to handle any unexpected and challenging tasks that comes their way.

Today’s rapidly changing digital landscape demand organizations execute their strategy with unprecedented speed and agility. Enterprises are fighting for that competitive edge. The promise of a methodology that can swiftly respond to unpredictability has sent interest soaring in Agile adoption, and yet, business agility has remained elusive. We have observed that strategic misalignment in many of these organizations is often a key root cause for being stuck in the chasm. My session brings together the collective knowledge of UST in enabling strategic alignment for our Fortune 500 clients, and shares some key learnings from these engagements.

In the recent years Lufthansa Systems started to change its way of working incrementally into Scrum@Scale in order to answer the external and internal challenges. Started with a bottom-up approach, the company gathered tons of experience concerning how to transform such a complex global IT company in the aviation industry. In our presentation we will explain why Scrum@Scale was chosen, and how we approached the challenges caused by the high variety of products, processes and customer expectations. Furthermore, we share our vision about the future of Global Agile Practice, coordinating the implementation and harmonisation of agile transformation and operation of enterprise agile delivery.

Scrum Master, Senior Scrum Master, Junior Agile Coach, Agile Coach. Is this a natural line of evolution or something else? Which one does an organisation need? What is difference between these roles apart from the experience, if any? We’ll share the recently updated Agile Coaching Growth Wheel and explain each of the Wheel’s wide variety of stances and deeper competencies in detail. As an agile practitioner this talk will set you up for an exciting journey towards mastery. As a leader this talk will guide you to understanding these roles and help you identify the one you need in their agile journey.

ExxonMobil has formally been on a journey in pursuit of agility since 2012. Since then, we’ve pivoted multiple times as we’ve understood the complexities of transforming a $391B enterprise (or a large enterprise with over 130 years of history). Often associated with digital transformation, agile transformation is not just a technological transformation. It is a cultural transformation that profoundly changes the way teams and managers’ work, the way the company is organized and operates, and the way products and services are designed. It is an engine of a permanent adaptation to a constantly changing environment where employees need to understand and embrace the change and adopt to a new norm.

Join us to explore some of the unique takes on tackling the challenges of culture shift whilst keeping the people at the heart of our Transformation Journey.

In speaking about better ways of thinking and problem-solving, Linda has introduced Jonathan Haidt’s model for the brain. He proposes that the rational, conscious mind is like the rider of an elephant (the emotional, unconscious mind) who directs the animal to follow a path. In Fearless Change, the pattern Easier Path recommends making life easier to encourage reluctant individuals to adopt a new idea. Linda suggests that in conversations with others who see the world differently, we “talk to the elephant” instead of the “rider.” That is, don’t use logic or facts, but appeal to the emotional brain of the listener as well as making the path more attractive. There is always the question: What’s the best way to talk to the elephant? This presentation will provide some answers. Linda will present the best elephant-speak and outline suggestions for providing an Easier Path.

In any business, entrepreneurial spirit combined with customer centricity and a quick feedback loop can differentiate you in the marketplace. You deliver faster, with lower risk by embracing agility! AT UST, for over a decade, we have practised lean agile principles leveraging our unique business agility framework. We observed that our F500 clients are competing fast with the nimbleness of the start-up world. Our session talks about our observations on 3 vectors that matter and why; with proven examples of how they make a difference across the enterprise at all levels. And we leave you with food for thought on the path forward.

Gabe works as Head Agile Coach and ScrumInc Trainer and will bring John Deere perspective on the transformation, known as Agile Operating Model (AOM), and what it looks like from the inside.
Adaptability during the Pandemic times and a vision on our Smart Industrial journey through a case study on how we can experiment Agility while at the same time we kept our 185-year-old business running.

Agenda:

• John Deere and Our Higher Purpose
  Agile Operating Model (AOM)
  Our versions of Agile Practices
  Output or Outcome
  Case Study: Agile in Brazil Marketing
  Closing comments

Amir became the first Scrum Alliance Certified Team Coach (CTC) in Eastern Europe in 2018 and served as a volunteer on the European Gathering Team (EUGT) for planning Global SCRUM GATHERING® Vienna 2019 and Global SCRUM GATHERING® Lisbon 2022. Additionally, he is a CTC Review Team Member and Women in Agile 2020 mentor. Lastly, he is also the founder of the first Scrum Alliance User Group in Romania called Agile Coaching and Beyond.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be on-site for this workshop – you can only attend this session if you are attending the conference on-site)

Principles are there to help you navigate where you are today to scale your organisations’ agility more effectively.
Rather than being a prescriptive framework with concrete practices, it provides options to fit different contexts and apply for continuous evolutionary improvement.
– ScaleAgility guidelines provide a set of principles for sustainable scaling with options and examples.
– Unlike other scaling approaches, these guidelines are non-prescriptive and recognise that there is value in elements of many of them.

New software development approaches continue to be promoted. You may be aware of waterfall, RUP, 4GLs, 3-tier client server – all still alive and kicking in some domains. You will be familiar with some (or all) of Agile, Kanban, DevOps, SAFe, No Code/Low Code and many others. A new kid on the block is DevSecOps. What does that mean? Why is it important? How will it affect agile software teams? If we adopted the tenets of DevSecOps without calling it DevSecOps would it “smell just as sweet”? What would it “smell” like if we spun up a DevSecOps team, without understanding the fundamental challenges that DevSecOps was intended to overcome? In this session I’ll explore the origins of DevSecOps before going on to demonstrate how there’s often a distance between the label and the intent of DevSecOps. Finally I’ll discuss the impact that DevSecOps can have on our agile teams and organisations based on my perspective gathered over a 40 year career in software.

Cultural difference, diversity, distributed teams – we so often talk about these as things we need to work around and to cope with. In this session, we’ll take a different view – by not tapping into the wonderful variety in your team, you are missing a great opportunity. Come along to this workshop to embrace this difference in an experiential way.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be online for this workshop – you can only attend this session if you are attending the conference online)

This lightweight workshop is designed to demonstrate a facilitation technique from Liberating Structures in order to drive engagement in a team. In this interactive session we are going to invite the participants to co-create a joint bucket list using a method that allows for more participation than regular brainstorming meetings – while we also learn about each other and have some fun. The session also represents a unique collaboration between Sprint Consulting and UST as the facilitators will represent the two hosting companies.

A lot of organisations are experiencing problems with their efficiency, time to market, product quality and assume that an agile transformation is the solution to their issues. However, still many such transformations fail to provide the expected benefits. This talk, based on assessing a number of organisations who faltered through unsuccessful transformations, sheds light upon some of the possible reasons behind these failures.

How do you allow agile transformations to scale and become business as usual? Getting engagement and embedded capabilities is critically important, but really difficult to achieve. Most organisations fund coaches to start, but that investment does not always last, so how do you proactively work to build and embed the skills you need? Our principle based, evolving approach, brought us to a simple answer: Leadership must evolve to support and sustain the new reality. Learn how we created a 9-week experiential leadership program to teach, experience, mentor and reflect with all Leaders on how to employ a coaching stance in their interactions, with our leaders delivering it, effectively kick-starting a virtuous cycle at the firm.

As Gábor Erényi’s talk enlightened, many organizations struggle to reach the expected benefits of agility and there are many reasons for that. In this talk Andrea will show you there is life beyond Scrum and S@Fe. She’ll introduce Lean Portfolio Management as a way to designing your organization for success.

Every new development in the world accelerates the need for organizations to respond quickly and be able to pivot, from strategy to structure and execution, without losing momentum. Adaptation and continuous improvement are a must in order to survive and thrive.
Agile has become a mainstream buzzword and is seen as the solution for all of these challenges. Every organization is launching transformation programs where every team is organized around agile practices and frameworks, but that’s clearly not enough to achieve enterprise agility. In this talk I will share my experience about what the traits of a truly Agile Organization are and how the strategic processes and layers need to evolve.

Agile development was designed to solve the problems of Information Technology Departments struggling with the monolithic architectures and long release cycles of the 1990’s. Today, enterprises find themselves competing against small companies with cloud architectures that enable very short development cycles and rapid feedback. What does it take to successfully compete in this new age? There are no easy answers to this question, because what is required is a new mindset, a new way of thinking about software engineering This talk discusses the advantages of thinking Product instead of Project, the difference between Product teams and Feature teams, the importance of emphasizing Engineering rather than Process, and the role of Product Leaders.

Morgan Stanley’s scaled Agile adoption has been underway for almost 4 years now. As we have reached a point where most of the target population – over 20K cross-functional members – are now “in the water,” we are shifting our focus to becoming better swimmers.
One of our main Technology 2022 strategy pillars is Effectiveness, by which we mean optimizing how we deliver value for our business. Applied to our way of working, effectiveness requires internalizing Agile as “just how we work now,” which means two things:

1. 
   1. Leaders at all levels have taken full ownership for how they work, building the capability to coach and guide their teams
   2. All members have internalized that our way of working requires that we be permanently unsatisfied, always seeking to be ‘better tomorrow than today’ in what and how we deliver for our stakeholders – no matter how good we are today
   

Just as adopting Agile meant a change in thinking, this latest evolution requires yet another shift in which Agility is simply a vehicle – and one of many, including DevOps, Design Thinking, Lean etc. – for working more effectively as the true goal.

Agility in Automotive? What is it like the agile mindset in the production of a safety-critical product?
In the life of any company, it is important to develop the organisation and depending on its maturity, agile mindset should be introduced.
We stumbled, we made mistakes, but we also set out on a journey. We are constantly improving and improving our operations.

Working together by introducing the transformation of leadership through a personal journey, where everyone can see the challenges, obstacles, but also the bright side of being an agile leader. Exchange of the experiences about Psychological safety, existential crisis, organizational blindness and other areas of leadership transformation.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be on-site for this workshop – you can only attend this session if you are attending the conference in person)

As practical as Scrum is, there’s always room for more. This workshop will introduce you to a set of lean-based practices that are 100% compatible with Scrum that will take your teams to the next level for sure. I have successfully applied this at over 40 organizations of all sizes worldwide. The sweet spot is that you can apply only one, or all of the practices I’ll show you and still be benefitted.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be online for this workshop – you can only attend this session if you are attending the conference online)

Fostering autonomy while ensuring people are making the best decisions is an everyday struggle for leaders at every level of an agile organization. How do you refrain from pushing your solutions and trust the team to find their own? How do you make sure people don’t take bad decisions? How can teams know when a decision is not safe for them to make alone?
This talk is introducing a decision-making canvas that helps making things more explicit, providing more clarity and freedom to leaders and team members.

Over the last decade, every aspect of the enterprise technology world has been disrupted thanks to Agile, Cloud and DevOps. But, enterprise infrastructure remains the last bastion of traditional practices. In my talk, I am keen to share my experience of agile and devops transformations in enterprise infrastructure space. In the light talk, I plan to be interactive and touch on practical ideas, patterns and anti-patterns that can help the attendees apply them back in their roles whenever they interact with Enterprise Infrastructure. Business users are genuinely looking at Infrastructure as equal partners on this journey and not a subservient IT function. So, what has caused this shift in thinking? Since 2000’s – there have been three game changers in the technology world – agile and devops ways, adoption of Cloud by enterprises and rise of start-ups. One by one, the barriers to infrastructure agility will break down. The three drivers are New Operating Models, Legacy technology transformation and culture. The closing part of the presentation will focus on practical advice that agile practitioners can use when they set out to help enterprise infrastructure departments – covering patterns and anti-patterns as well – How language matters, User experience – Infra and Ops users are also users, Appropriate choice of agile constructs, Leverage ITIL 4 and Leadership & culture change

The main goal of this game is to represent the different daily living of product creation in traditional and in agile universe. It can highlight how transparency and self-organisation ensure a better outcome in addition to wellbeing. This game shows the different experience of change management as well.

Target groups: Product engineers: developers, QA, integration; Requirement engineers; Project leads, Middle management.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be on-site for this workshop – you can only attend this session if you are attending the conference in person)

The road to success is often filled with failures, join ExxonMobil in this interactive session to discover key landmines and failures through the lenses of different roles (Scrum Master, Agile Coach, Developer) we encountered in our 10 years of Agile journey and how we failed forward.
Target Audience: Developers, QA, Analysts, Scrum masters, Agile coaches, Release Train Engineers, Project leads and middle management.

– Workshops are interactive sessions that will run simultaneously with the afternoon presentation slots
– Max no. of participants for this workshop: 20
– Complimentary for Agile Get-Together ticket holders but you need to register for the workshop separately (registration will open one week before the event)
– Workshops will not be recorded/streamed
– Workshops cannot be hybrid (all participants and the facilitator will be online for this workshop – you can only attend this session if you are attending the conference online)