Agile Dojos are immersive agility learning workshops for the team where the focus is on team dynamics, crafting the vision or hypothesis for the project, visualizing the work, use peer programming, completing work within a 2-day iteration, and demoing the completed work.
Enter the Agile Dojo
Ty Crockett & Maddie Grejda
An agile transformation’s success depends largely on the organization’s leadership transforming “Waterfall Managers” to “Agile Leaders”. As change agents, there are several motivation, change and influence models available to us. After a brief introduction to these models, we will break out into small groups. Each group will use one of these models to design their strategy for transforming leadership and then report out their findings.
Leadership Transformation: Designing Your Own Strategy
William 'Red' Davidson
Are you challenged with advancing your career and meeting your goals? Stuck between roles and think it’s time for a career change or shift? You are not alone! Women struggle with pathing the trajectory of their careers. This workshop will empower women with tools on how to Sprint their career goals with Agility, feedback loops, and networking to achieve their most valuable product and small wins.
Learn to Sprint - Agility in Career Transitions
Winning in an effective organization begins with accountability. You cannot sustain success without accountability… it is an absolute requirement.
Winning with Accountability
Testing cannot be an afterthought; it has to be an integral part of software development. Is it something that QA teams do? Or is it part of a developer’s duties? Do business analysts play any role in it? What is test automation? Unit test, Integration test, Test-Driven Development, Behavior-Driven Development… what do those mean?! This session addresses all of those questions, as we talk through the importance of tests, the collaboration among team members, the techniques, and practices around different kinds of automated testing.
Testing in Agile: From Afterthought to an Integral Part
According to Ken Schwaber (one of the creators of Scrum): Agility is an organization's ability to harness change for competitive advantage. In this workshop we will discuss the values and principles that define Agile and the mindset that it seeks to produce. We'll do an overview of the Scrum Framework and discuss why it is so prescriptive about some things but stays silent on so many other topics. This will prepare us to explore and examine how Scrum aligns with Agile values and principles, and what challenges we will experience as leaders helping our organizations embrace agility.
Exploring Agile and Scrum Alignment
Do you ever feel like competing priorities keep your team from accomplishing any of them? Do you struggle with getting alignment on what’s important? Find out how the military uses a Commander’s Intent to guide organizations large and small in complicated, complex, and chaotic environments with a shared vision of what success looks like.
For most people, “agile” is probably not even in the top 100 words used to describe the military. People normally think that the military is rigid with a top-down, “command and control” style of leadership, and they would be right except for one thing: it is anything but rigid. It is absolutely agile. There is top-down planning, and there is bottom-up refinement. There is command and control, and it is not used in the pejorative sense that most people use it in the agile community. The military is adaptable to most any situation and has within it the foundations of agility.
President Eisenhower said, “Plans are worthless, but planning is everything.” In this sense, we will look at how military commander’s use top-down planning with bottom-up refinement within the appropriate level of command and control to effectively accomplish missions that in all actuality are so complex that no level of planning could ever be enough.
The Military Is More Agile Than You Think: Why Vision Is The Key to Getting Things Done
Control freaks. We’ve either called someone that name or been the recipient of that moniker. I used to think it was a personality trait only a few possessed. Often reserved for someone who can’t seem let go of the steering wheel, or listen to the advice of others with an open mind. These are the people that are resistant to change and our harshest critics.
Those assumptions were proven wrong after reading The Control Heuristic. I learned that control was a tool that is used by everyone to manage our discomfort in situations. That we are governed by our subconscious in subtle ways and are always concerned with emotional comfort.
Learning all that helped me see clients in a new light, and I would like to share what I learned. By seeing this behavior in a new light, I was able to start meeting people where they were at in the moment and partner with them in the journey to change. The book's author helps present change in a way that can allow others to be more comfortable with it.
Come explore this topic with me as I present my findings. By discussing control and the reasons we exercise it, I believe we can understand better ways to help teams be comfortable with change.
Here's Why We Are All Control Freaks (And What We Can Do About It)
Practical experiences from the wild. The best-intentioned leadership activities that get in the way of effective agile practices, team development, and delivery. Several patterns will be explored with antidotes that can be applied.