Click on a workshop/session title to open up the detailed description.
For registered attendees, the latest schedule - and any changes to it - will be published in the accompanying Whova app.
All times are based on Phoenix, Arizona and given in Mountain Standard Time (MST).

Google's internal quest to build the perfect team found that the #1 indicator of high-performing, innovative teams is the presence of trust and psychological safety that are developed through social connections. Here's the thing. Our meetings, events, emails, and work conversations so often focus solely on content - with little to no attention to the critical aspect of connection.

In this fun, interactive keynote experience, Chad Littlefield, TEDx speaker and bestselling author, will share practical tools on how to foster a culture of "connection before content" that helps make engagement easy - online and off. We'll also experience some "connection activities" that can easily and quickly be used to spark meaningful connection. You will walk away from this session with concrete, actionable tools to "create connection before content" worth remembering both inside and outside of work.

The Agile Manifesto is a simple document, weighing in at 264 words. Many frameworks have sprung from it, but why not use the Agile Manifesto itself as a framework? This presentation will show how to apply the Agile Manifesto as an Agile framework, starting from wherever you are today, including traditional development. By regularly reflecting and adding practices to become more effective, you may end up at Kanban, Scrum, or any of the branded scaling frameworks. Or, you may end up with a unique framework that's exactly right for your team or organization. We'll present a number of examples of how this approach has been used successfully. We'll also show how this approach is an expression of the concepts and values of Professional Coaching applied to Agile adoption.

Customers are the ultimate measure of product quality. Their loyalty to your product or brand is key in building and maintaining market share. This is why Jennifer Bonine believes that understanding customer needs and being the voice of the customer is critical for us in the quality profession. Join Jennifer as she shows how to empathize with your customers and provide a solution that puts them first. Design thinking is a human-centered process for creative problem-solving that focuses on the people you're creating for, which leads to better products, services, and processes. Learn how the design thinking methodology, along with the usage of data and analytics, can transform the results of your agile teams. Learn about how to tap into the "gut brain"!

What happens for you when conflict flares up? Are you defensive and argumentative? Do you distance, avoid or ignore it? Maybe you concede, shrink and disengage? Let’s face it: our agile ways of working present a myriad of human interactions that each have the potential for conflict. Our ability to thrive requires that we become more conflict competent.

We explore conflict in a way that helps you understand how conflict shows up in your life experience, and what happens for you as you attempt to navigate conflict. We introduce the Conflict Autopsy, which is a canvas for self-reflection about a conflict situation. You will collaborate in small breakout groups to begin this inner work so that the conflict becomes something “out here in front of you that you can address” rather than a triggering set of memories and emotions. Through the increased self-awareness you have the opportunity to become more present to your experience and the conflict, and find yourself in a better position to respond and act in congruence with your personal values and goals.

Judy Rees and Steve McCann have been helping to make large and high-profile online events participative and engaging since before the lockdown. And in recent months they’ve learned more than ever, supporting international organisations’ seminars, conferences and forums to move fully online - without losing the synchronicity of the “hallway track”.

In this interactive session you'll hear directly from Judy and Steve about what’s worked and why. You’ll have a chance to get your own questions answered.

You won’t be bored! By the same token you won’t be able to participate while driving or operating machinery. To join in, you need to call from a quiet place with a good internet connection, a webcam and a headset.

You’ll discover:
- What a truly engaging online event looks, sounds and feels like
- The essential ingredients of web events that connect
- How this kind of format might be used in your own work
- What you might want to learn to become a more confident online facilitator

You have been working on an Agile implementation for a while, however, everytime you look the other way you feel that things start rolling back little by little. If you are wondering how to build ownership and accountability from the teams that you are working with, this session is what you are looking for.

In this interactive talk, I share my experience in building sustainability in an Agile transformation through three catalyzers. When the teams focus on them, they build the tools to hold each other accountable in keeping the metrics, the feedback and the goals relevant and use this information to their own growth.

By the end of the session you leave with a method that provides three areas of focus to your Agile Roadmap and a facilitation technique that you can use with your teams to discover the metrics that will guide the progress for each one of the catalyzers.

Want an easy tool to help you start building great products that people love?

That’s exactly what the Product Inception Canvas is: a practical worksheet to help you, your business people, your stakeholders, and other people on your team to discover exactly what to do next as you build and extend your product.

The Product Inception Canvas facilitates alignment among business people, product development teams, and stakeholders. We begin by identifying, discussing, and aligning on our company vision and product vision: Who are we? Why do we exist? How will the world be different and better because of the work we are doing? Next, we identify stakeholders and bring them to life as user personas: Who cares about the work we are doing? Who are they, really, including all their details? Finally, we put it all together into a product backlog—an ordered to-do list of everything we want to be true about our product in the future: What are the wants and needs of our stakeholders? What problems will we solve for them? Which problems should we solve first to maximize their joy?

Attendees leave with actionable next steps to improve their current product or to begin building a new product. They will know how to use the canvas with their teams and stakeholders to gain deeper insights into their mission and purpose and to maximize the value of the product they deliver. They will be able to build great products that people love.

Organizations must be innovative to be competitive, valuable, and relevant. In you’re like many organizations today, you might be wondering how our season of widespread isolation will affect the product and service innovation in your organization. Limits can encourage and inspire creativity, but there’s also proactive steps that you can take to unlock creative genius in individuals and in teams.

In this interactive, engaging, inspiring, and fun chat, I’ll explore creative processes and the theory/ history behind creative masterpieces. I’ll share predictions and trends about an imagination revolution and the future of innovation.

I’ll examine and share practical ways to flex creative muscles. Participants will actively engage in various types of creative exercises utilizing auditory, tacit, visual, and imagination in a unique and captivating virtual session. I’ll challenge the innovative mind in activities to unlock the creative genius in work and life.

Session Outline: Warm Up Creative Exercise Imagination Revolution The Theory of Creative Processes The Creative Mindset at Home Auditory Innovation Exercise How to Practice Creativity at Home Exercise Exposure Based Creativity Exercise (1) Exposure Based Creativity Exercise (2) Experiences Based Creativity Activity (1) Experiences Based Creativity Activity (2) Relationships Based Creativity Exercise Final Remarks and Encouragement of Remote Innovation Final Innovation Challenge

The truth is that Agile Transformation is an extremely complex journey, and despite the best strategic plans, a very large number of transformations just fail. People and culture play an extremely pivotal role in any transformation, but leaders often focus a lot more on the technical and financial aspects and neglect the impact of the people side of change.

Toby starts the session by making a solid business case for transformation backed by eye-opening data from the 14th State of the Agile report 2020. He shares insights and anecdotes to drive home key points about Transformation initiatives. He then conducts a ZOOM Breakout session to diverge and converge ideas on the topic of 'Challenges to Transformation Sucess'. After the readouts, he reveals the 9 top factors that impede transformation success, and highlights the ways in which transformation progress can be catalyzed despite volatile, uncertain, complex and ambiguous conditions.
Toby highlights the importance of cultures by facilitating a discussion on the 4 drivers that define an organization's culture.
He then shares his Top 5 Organizational Change management Challenges pertaining to People and provides insight bu using the Satire model of change and the Kubler-Ross model. Toby provides pragmatic guidance on how to navigate through the typical challenges by using Emotionial Intelligence tools and the ADKAR model to improve an organization's transformation journey. He shares his insights on 9 focus areas that deliver the best return on investment. He ends the session with a strong call to action, and opens the floor for questions

Key Takeaways:
Participants develop a good understanding of the role of 'People and Culture' in transformation. Toby's industry metrics, facts, guardrails, and tips help attendees get a holistic understanding of the people side of change on Agile projects. They learn pragmatic techniques to that can bring the best ROI and impact on transformation efforts. Attendees also learn about 4 drivers that define an organization's culture, 9 top factors that impede transformation success, and Top 5 Organizational Change management Challenges pertaining to People. They will also understand the science behind change with the models presented by Toby (Kubler-Ross, Kotter's 8 steps, Satire model). Attendees can start implementing simple changes almost immediately in their programs.

Many organizations have been assembled over time to operate as inflexible structures built to manage risk. Yet remaining competitive in the digital age requires a nimble, scalable response to marketplace change.

Can the weight of maintaining large projects and people structures truly enable a nimble response to change? Is there value in waiting to scale, or in descaling first before considering large scale Agile adoptions?

Together, let's investigate why scaling too soon often places extra weight on top of traditional organizations and why descaling is at the core of an organization's ability to react to marketplace change.

Learning Outcomes:

- Identify why scaling has become popular and the hidden challenges of scaling
- Discuss the value of descaling before scaling
- Articulate why effective delivery practices are foundational to effective scaling approaches
- Apply scaling techniques to example scenarios as part of a group exercise

We all lose control, and there can be many contributing factors. To manage our emotions, we first need to know what triggers us from maintaining control. Research shows that the ability to accurately perceive and understand our emotions and those around us is a core component of emotional intelligence (Davies, Stankov & Roberts, 1998). Accurately identifying our emotion and “reading” other people’s emotions plays a crucial role in social interaction, as it facilitates appropriate responding, bonding and helps increase team well-being and resilience.

In this interactive workshop, you will engage in collaborative discussion and activities that will enable you to explore how to use different tools to decode, evoke complex emotions and increase the experience of positive emotions with your team such as music and drawing for emotional clarity.

When you attend a conference and see a visual artist whip up a masterpiece during a keynote or session that captures everything in one engaging snapshot - have you ever thought “I could never draw like that!” or wondered “how did they do that?”

Well, until recently that was me. But, in learning this skill, I’ve learned that it comes down to a few basic elements, lots of practice and letting go!

There’s also proven science behind why we find visualization like this so appealing. It’s a great way to turn complex ideas into a quick, universal and simple communication method.

Attend this hands-on session to learn key elements of visualization, as we practice tips and techniques so you too can "master your art" with confidence!
Bring your favorite drawing tools - pencils/markers and something to draw on.

An Epic Win is a great victory—a victory so awesome that it wasn’t believed possible until completed. Avid video game players use the term to describe great victories among friends, but you don't have to be a gamer to experience an Epic Win.

Just an #agile person using Participatory Budgeting.

Participatory Budgeting (PB) is a democratic process in which a group of stakeholders collaboratively decide how to allocate a shared budget. PB overcomes many of the epic #fails of traditional budgeting: Zombie projects, ROLie, and Apathetic Agile.

In this interactive session I will show how you can use PB to create epic wins. I will provide:

1. An overview of PB (what it is, an overview of how it works)
2. Examples of epic wins from companies using PB
3. A vision for how we can expand PB into epic wins for schools

In this session, we’ll discuss a new product framework that can help your company implement a scalable process to move from ideas to product value to launch and beyond. This framework encompasses the key components of modern product management with great discovery and delivery at the heart of the process. Furthermore, you’ll walk away with a better understanding of how to lead the launch of product value ensuring that your full organization not only understands the new value, but can also effectively tell the story of why it matters to your customers.

What is holding your teams back from delivering timely, quality software; and within a sane--even enjoyable--work environment? Rob describes the problem as "The Agilist's Dilemma," and the solution has been part of "Agile" all along. Rob diagrams the "Core Four" (Diligent refactoring, TDD and/or BDD, Continuous Integration, and Pair- and/or Mob- Programming), then we explore some of the dynamics amongst them. Rob is at his best when challenged with questions and skepticism; so we break out into small groups for a bit, then return to the big-top Zoom room to explore your biggest concerns.

Leading change in large organizations is different. Leading an agile transformation in a global fortune 100 company is different than teaching Scrum to a group of developers. It’s different than teaching SAFe to a larger, more complex product organization. The scale and complexity is huge. The number of stakeholders is mind-numbing. Aligning interests across the organization is almost impossible.
Making change at this level of scale and complexity, with this number of powerful stakeholders, and aligning them toward a common objective, is difficult… but it isn’t impossible. It requires a fundamentally different approach to how we think about process and methodology, how we think about transitioning to this new way of working, and how we make sure the changes are effective now and into the future.

To begin unpacking this, we need to explore the differences between what we call a System of Delivery, a System of Transformation, and a System of Sustainability.

The System of Delivery makes sure we have the right process for the right parts of the organization. The System of Transformation makes sure that we are making the changes necessary to help each part of the organization be successful… in an objective and measurable way. The System of Sustainability makes sure we are addressing how each part organization itself is positioned to inspect and adapt into the future such that the enterprise sees value now and into the future.

This talk will explore the key attributes of a System of Delivery, a System of Transformation, and a System of Sustainability. We will explore the critical success factors of each, why they are necessary, and how they individually and collectively work together to help an organization build momentum , become a more effective delivery organization, and sustain momentum going forward.

Business strategy inevitably involves tradeoffs. Choosing to optimize for one thing means choosing to sub-optimize for something else.

Things go better when you know what tradeoffs you’re making. Agile brings all kinds of great benefits for organizations, teams, and individuals. But what tradeoffs do you make by choosing an agile approach to your work, why are those tradeoffs worth it, and how do you make the most of them?

Have you ever wondered what a work in progress (WIP) limit is? Maybe you have heard of WIP Limits but you have no idea how to use them. Ok, so you know HOW to use WIP limits BUT you have no idea WHAT the magic number is. In this session, you will "see" the answer to all of these questions about WIP Limits and more. To make sure we completely demystify WIP Limits, we will also review the metrics of a simulated team. We will look at what happens with no WIP Limits and then applying various WIP LImits.

Why do we estimate? It sounds like a simple question, but it is one with many different answers, each with its own unique antipatterns and techniques to address them. Learn how to estimate the right way whether you’re trying to select projects within a portfolio, set release dates, prioritize according to potential ROI, forecast future deliveries for scenario planning, manage to team capacity or balance personal load. You’ll even see a few ways to estimate without estimating…

These techniques are all ones that have been applied in real client situations over the presenter’s 20-year career in the agile space, across both public and private sectors, in small teams and massive projects alike. Most apply whether the projects involve software development or not, and attendees will learn not just how the techniques work, but why. So the next time you need to estimate you’ll be able to write your own script that fits the specific situation and avoids common mistakes.

Learning Outcomes:
• Apply over a dozen estimation techniques suited to different situations
• Forecast the future with as much confidence and realism as possible
• Counteract organizational and cultural antipatterns that can make estimates do more harm than good

As I think about the failures I’ve experienced while working with people, I like to imagine the look on famed British author C. S. Lewis’ face matching mine when he wrote, “Failures are finger posts on the road to achievement.”

In my career, I’ve had the fortune to work alongside countless teams and people of all roles. If the “road to achievement” truly is marked with failure, my road is littered with the scars of hair-raising flops.

Whether you’re an experienced failure-roadmap artist yourself or just getting started, I invite you to walk down mine as I share the three most meaningful failures I’ve successfully unleashed on teams and people. From “inflicting help” as the know-it-all expert to destroying trust in a single question, we revisit epic moments of failure which resulted in spectacularly disastrous results. From these stories, you learn deep lessons about teams and people... without having to first stumble yourself.

Save yourself a few bumps and bruises. Have a seat and buckle up; let us learn what failures exist on the road to achievement together!

A regular planning cycle is the cornerstone of any healthy product development organization. Your organization likely has multiple development teams, each with their own roadmaps and goals. How do you measure success? How do you ensure organizational alignment? How do you navigate change along the way?

In 2020, we navigated an upgrade to a completely new product platform for our thousands of customers. This initiative is enabled by a robust quarterly planning process within our R&D organization of 30+ development teams. This process ensures we are developing the right things to deliver the right outcomes for our customers.

By the end of the session, you will learn about our successes and lessons learned using a quarterly planning cycle to enable our goals. You will have a practical framework for implementing similar practices into your organization, including utilizing Objectives & Key Results (OKRs) to measure success, tools for alignment among multiple development teams, and change management techniques when a pivot is needed.

Scrum is a simple framework. Let's talk about reality of Implementing Scrum in a complex world.

Michael shows you how to get started (or re-started) Implementing Scrum and discusses 11 tips for a successful Scrum implementation; this can be for a single team or using a scaled framework within a large enterprise. He shares real world experiences working with many teams from around the world and creates a space for you to discuss this topic with other attendees.

You walk away from this session with a customized plan when Implementing Scrum within your organization.

Up until the pandemic, many people offered advice to agile teams who wanted to include remote people: "Don't do that!" However, we've all been dispersed since March. And, many of us aren't going "back" to work for months. Some companies aren't even planning a return date-and some have given up their buildings. Remote is now a fact of life. That means the common advice, "Don't do that!" doesn't help distributed agile teams.

However, many distributed agile teams have problems using agile approaches-because these teams focus on practices. Instead, consider how you can apply the eight principles for your successful distributed team. Aside from the principles, you'll learn the few metrics you need (not velocity!) and how you might optimize your remote team's agility to deliver the outcomes your business needs.

SCRUM has become so popular that it seems everyone is doing it or has tried it!

Many organizations attempt to “do Scrum” – believing that Scrum will fix their various problems in how they deliver their products. As someone who has taught Scrum to thousands of people, I have some bad news for you – it doesn’t fix most of your problems. The majority of companies that adopt Scrum end up disappointed and often abandon it.

Don’t get me wrong – Scrum is an incredibly powerful framework – but it leaves you to do most all the heavy lifting in changing things.

Using a variety of interactive breakouts, let’s explore why Scrum is essentially designed to make you fail faster. Together, let’s come up with some approaches and practices that might smooth that rough transformation journey for you.

Success requires extreme alignment, an intense clarity of the intent and reasoning behind what truly matters for the organization, shared by everybody with a part to play in that success.
Failure to achieve this alignment exists in every organization I’ve encountered. The cost of poor alignment is staggering, leading to wasted efforts and duplicated work on a huge scale. The cost of forcing alignment through top-down techniques is equally wasteful, denying human potential, disempowering your workforce, and adding friction to every action performed in the enterprise. The strategies required to excel require bringing together many disparate perspectives drawn from your many functional silos and organizations, followed by well-aligned activity by hundreds or thousands of practitioners in every part of your company.
This talk addresses the core challenge head on: Senior leadership lacks the tools and approaches to effectively articulate the strategies they conceive, frequently failing to achieve clarity within their own leadership team, much less across their entire organization. We help senior leaders and their influencers explore the common symptoms resulting from poor articulation, discuss the application of one OKR-based approach to creating effective strategic clarity across many siloes, and explore how the resulting strategies are then deployed with alignment into typical agile implementations using the Scaled Agile Framework as an example. Groups applying these techniques have seen an immediate increase in the ability to coordinate across functions, as well as dramatically improved energy focused on the key tactics to advance the core company strategies.

Agile transformations are supposed to make organizations modern, competitive, and relevant. But in the well-intentioned effort to move into the future, change leaders find themselves frustrated by pushback, limited impact, poor practices, and unfair criticism. What is going on?

This breakthrough presentation cuts through the “quick fix” hype of agile theory and explains a recurring transformational pattern that unpacks what holds organizations back: The BOOST is the initial gains from logical first steps; the BARRIER is the unavoidable roadblock that must come next; the ReBOUND is the way forward to further gains by leaning against the concept of the original boost. With these counter-intuitive rebounds in mind, this energetic talk explores three leadership moves that can be used to unblock stalled agile transformations.

No, your transformation is not a failure. It turns out the buy- in, the talent, the alignment, and the growth you need to break through are already in front of you; it’s all simply hidden under the surface. Undiscovered. Unutilized. Untapped

Wonder what it's like to do what programmers do? Maybe people have tried to explain it, but didn't put it in terms that computed for you. Or maybe you would like to become more technical, but the mere thought of trying to code has felt intimidating. Today is a new day!

Faye's a non-programmer from Ohio, Amitai's a sometimes-programmer from Illinois, and with your help, we'll solve a problem by thinking and coding together. If you want to, you can take a brief turn at the keyboard; if not, no biggie. When we're done, we think you'll have a new kind of feeling about code and coding. You might even want to pursue it further.

Welcome to 2020, where individuals are spacing their interaction and face to face is a thing of the past.

Have you experienced how our bad habits of face-to-face meetings have been adopted to our online world and have become even worse?

Have you attended any painful virtual meetings and find yourself rolling your eyes or maybe you're the one multitasking and lose track of what's going on?

Do you find it hard to get participants engaged or it's the same people contributing meeting after meeting?

If you answered yes to any of the above, join me for a hands-on experience where you will discover and practice how to use Liberating Structures to successfully create online meetings and workshops that really unleash people’s ideas and creativity! Liberating Structures are used to structure everyday interactions whether they are one-on-one conversations, change initiatives, and interactions with clients.

Participants will work with Liberating Structures and learn how to improve virtual collaboration and get a feel for the kind of experience you can offer your organization while working virtually.

The Blueprint Education Team offers an overview of the current state of the "Agile in Education" movement and their journey to becoming a fully agile educational organization. The conference attendees will have the opportunity to participate in a "lean coffee" style learning session. Participants are delivered a menu of “Agile in Education” topics to choose from and then allowed to enter breakout rooms for items that they are most interested in learning more about. This session is perfect for agilists that are ready to explore opportunities to volunteer, advocate, or simply learn how their expertise and network can help propel the movement that is changing the face of education. The topics will include themes such as:

-How agile yields to low teacher turnover and prevents teacher burnout
-How agile educators are thriving not just surviving during the COVID 19 pandemic
-The birth of The Agile Compass (The Agile in Education "Manifesto")
-How agile leads students to discover value, independence and purpose
-How student reviews and retros lead to greater student engagement
-How the concept of incremental delivery is applied in the classroom
-Agile transformation from a school district's perspective

Attendees will be encouraged to collaboratively contribute to discussions, question current ideals, and make predictions about the matters presented based on their experience and skills with agile. The topics of interest will be prioritized, time boxed, and then deeper explored.

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 resistor as well as making the path more attractive. There is always the question: What's the best way to talk to the elephant? This talk will provide some answers. Listeners will learn the best elephant-speak based on the latest research in cognitive neuroscience.

Lizzy takes you through the challenges of change with all your clothes still on. Lizzy helps you become comfortable with the idea of your own personal nakedness. Lizzy equips you with simple ways to undress yourself and gets right down to your birthday suit. Who knew Scrum needed a XXX rating.

Lizzy will share why getting back to your birthday suit is so important. Lizzy's passion for helping people intentionally begin the journey of change has led her to discover the personal ecosystem of evolutionary self-development.

Lizzy will share the personal experiences of her naked moments and will invite you to dig deep. Lizzy states is impossible to achieve true personal agility if you remain fully dressed at all times. While you dress up for the world, aiming to fulfill the so-called qualifications of corporate acknowledgment. Lizzy explains how we over accessorize with masks. Seemingly achieving success by fitting in but always doing so wearing clothes are not true to our own authentic identity.

Lizzy will provide topics for participants to work through in small groups to challenge them to get naked. Each subject will demand deep transparency and inspection and then the personal acknowledgment that it's time to get into an uncomfortable place.

Through empathy and humor Lizzy will guide the audience to a place where they will all say they are ready to skinny dip through change.

Management doesn't go away in an agile organization, and organizations don't have to shift to a fully self-managed system to get all of the benefits of agility.

Management in every organization has three jobs, and each job can be viewed through two lenses. Examining management through these six focus areas helps us learn where our strengths and weaknesses are and how we can get better results personally, as teams, and as an organization.

Even with the best intentions and efforts, breaches happen and may seem impossible to prevent -- especially when you’re delivering 10 changes to production every month, week, or day.

In this talk, Stephen & John lead the group in uncovering the major problems teams experience when integrating information security into continuous delivery processes (spoiler: it’s not ‘human error’) and the common solutions to those problems you can apply with your teams.

Learn terms like threat model, risk assessment, software supply chain, and why they matter. Identify the differences in best practice between traditional data centers and the Cloud. This *will* affect your plan.

We'll synthesize all this and show how Cloud teams integrate security into delivery processes to create feedback loops that manage risks effectively.

We have all heard that Agile requires co-location. This session will answer the "yeah, but..." question that comes with distributed teams and provide participants ways to engage team members that not in one place . We will review best ways to start a team, plan out your work, build strong teams and handle all the different aspects of Agile for distributed teams. The latest technologies and some old-school low tech methods will be discussed. Expect a fun and engaging talk with immediately usable techniques and resources

As Agilists, we strive to help people and teams improve their effectiveness and interactions but we often find ourselves without objective data, jumping to conclusions and operating out of assumptions. Blinded by our own perspectives, we end up using ineffective approaches to address the least impactful issues. Ultimately, our efforts do not resonate, the mindsets of those around us do not shift, and we are left wondering why our impact isn't bigger.

Whether you're trying to figure out how to help your team improve, just starting with a new team, or mentoring a Scrum Master, the keys to unlocking your influence are increased awareness, unbiased analysis, and intentional action. We will learn about and apply the Awareness to Act Canvas and the set of skills it prompts you to use, pausing your own viewpoints, slowing down your thinking, and broadening your awareness. You'll be able to build a backlog of targeted, impactful actions, and then use the canvas to see the impact on the team's performance. With some focused and intentional effort, you can increase your awareness to enlarge your influence.

Learning Outcomes
• Identify challenges you face with awareness and how they affect your influence
• Learn how to separate observation from analysis
• Practice turning awareness and analysis into a backlog of focused actions

Adherence to time, budget, and scope has been the gold standard measure of project success since the beginning of time. Most times we are exhilarated if we can get even two of those. Now, as the digital world shifts from thinking in fixed-time period projects to ongoing product efforts (with associated teams, markets, and horizons), adherence to time, budget and scope has little to do with the actual success of an initiative.

In this talk, Anne Steiner, Vice President of Product Agility at Cprime, covers the challenges and advantages companies and teams unlock when they apply product thinking over project thinking. We’ll explore topics like team formation, budgeting and planning, and reducing cycle times in order to fuel continuous product learning. You’ll be challenged to think beyond traditional project management norms and to elevate the delivery of value as the gold standard for success.

One famous quote well known in the Agile Community is Fail Early and Fail Often. This was intended to help people recognize that out of failure comes innovation. The issue is that each time we fail, we are punished for that failure. Join V. Lee Henson as he takes you on an insightful & personal journey of how failure can shape who we are and pave a way to true success!

As agile coaches, we feel the frustrations with teams and leaders, we see the pain points in the organization, and we want to lead people to a more lean-agile future. Moreover, agile coaches may put the weight of the entire transformation on their own shoulders. At times, our own egos can get in the way of our effectiveness by limiting our ability to partner with others and share the limelight.

What would it mean to share the burden of transformation—and the limelight—with leaders?
How can an agile coach enable them to be the face of the change and motivate others to think and work differently?

In this interactive session, learn a model on how to connect with leaders. Join Allison and Zeenat to hear their experiences, practice in a scenario-based activity, and walk away with practical tips on how to implement this model in your organization.

Agile Transformation take a long time to implement. How you handle the change management (setting expectations, training staff and rolling out new processes) during the transformation can have a dramatic effect on the benefits you realize from your agile transformation.

In this talk, Larry focuses on the people and teams in agile transformations. While all organizations are different, there are common personas that you continually run across. Identifying these and having strategies to incorporate them into agile transformations is key to success.

Larry also goes into detail on how you can agile waterfall, but you can’t waterfall agile. A common shortcoming in agile transformation is undermining the benefits your agile transformation is delivering by requiring you Agile teams to function in both a waterfall and agile methodological basis at the same time. Larry details why this doesn’t work and strategies to shift the approach of your teams from this path.

Finally, Larry wraps up the session with an overview of what to expect and how to handle challenges in the initial adoption phase of your agile transformation.

Two Thousand Twenty – 2020. When considering those numbers, what comes to mind? Besides Covid-19, you likely thought of things such as: disruption, uncertainty, chaos, and lack of toilet paper. While the toilet paper issue has thankfully resolved itself, it remains ironic to think that “20/20” has always previously been referenced to indicate complete clarity and perfect vision.

During this presentation, Ashley will show how the implementation of consistent leadership, even in times of unprecedented disruption, can transform chaos into unifying opportunities.
As Director of Product at Phoenix’s STChealth, a public health software company that produces much of the country’s most widely used disease surveillance and vaccine management systems, Ashley has had to draw on these principles during this unprecedented year that has included product discussions with the CDC, WHO, and White House Covid Task Force officials.

Join us for this session and learn how drawing on basics from the agile framework and Product best practices can help instill an unyielding leadership vision, which is especially crucial during times of urgency an uncertainty.

Ever felt like you have no control over anything that’s happening around you? We’ve all experienced this especially when it comes to stressful situations within the workplace. As you continue on your professional journey, you’ll run into situations where you have very limited ability to influence. Fun fact, you have more options than pulling your hair out. Join this session to understand what makes these kinds of situations stressful, why it’s hard but necessary to manage stress, and techniques for practicing good self-care. Expect to assess and manage a stressful situation using the CHART Method adapted from the public safety industry.

Learning Objectives:
-Define what self-care is and why it is important to practice it
-Being able to recognize when you’re barely able to tread water
-Identify symptoms that arise from not practicing self-care
-Provide technique anyone can use as a starter guide for practicing good self-care

Opening: Scenario run-through - 5 minutes
My moment of hitting the wall - story sharing:
Complaint – What was that moment where you knew you hit your breaking point?
History – What was happening prior to that moment? Do you have a past history of this happening?
Assessment – Taking a full view, what were all of the other impacts, consequences, secondary reactions from this event?
RX (Prescribe Tool) – What did you do to improve your condition based on your assessment?
OuTcome – What happened when you re-engaged with your team/organization after treatment?
We all have stress - so let’s explore how to manage it better: Introduction

What is Self-Care? - 8 minutes
What it is (such as, taking stock/internal retrospective)
What it isn’t (such as, Shrugging it off)
What are some common misconceptions (Such as, it’s not for me/not useful)

Why is it Important? - 8 minutes
Better Interactions (such as, Effective communication of emotions)
Better Performance (such as Recognizing the best decision)
Physical Benefit (such as Mental & Physical well-being)

Scenario run-through #2 - 30 minutes
- Explain & Follow the CHART (source:
- Logistics
Think about a recent stressful situation they’ve encountered that they had no control over
In breakout rooms, session participants will talk through their scenarios and lessons they’ve learned while managing the stress
Similar to the walkthrough have participants complete a CHART and share their scenario
Regroup have a few participants shared their scenario and their CHART

OPTIONAL: Good habits to practice? - 12 minutes
Classic suggestions
-Personal journal
Personal suggestions
-Words of affirmation
Session suggestions

Wrap-Up - ~9 minutes
What are some potential applications and what question would you add to the chart?

It's a common frustration of agile coaches to work in an organization where they are met with resistant leaders.
Thawing out the Frozen middle has always been an industry challenge and yet so critical to the success of any agile transformation.

Very often we approach leaders with a mentor hat or a teaching hat providing information we want them to have. I can't tell you the number of times I have gone into a leader session guns a blazing with information. It's not about what they need, it's about what I wanted them to know.

This session outlines an example of a professional coaching arc that puts the agency on the client (leader) to serve their coaching needs first. It will give you approaches on how to talk with leadership including some key phrases and examples of conversation starters. It elevates servant leadership within us as agile coaches, focusing on establishing a relationship and trust while co creating a coaching agreement. The coaching arc highlights a bias for action on the leaders part and the responsibility of a coach to enable them to be successfu

Do you often have your teams been well-intentioned, but gotten stuck in patterns that didn’t generate the desired results? Do you often find yourself or a team member not taking part in conversation because they want to avoid conflict?

From a very young age, I avoided conflict partly because of the environment I grew up in and also because I am a people-pleaser. After a while, the Ostrich syndrome I developed started to get in the way as I begin to work within teams.

Conflict can be healthy. Learn how to separate conflict from the ‘drama’ that something comes along with.

Attend this session to understand the Drama triangle and its roles within a conflict. I will also be sharing the tools and techniques I use and teach my teams to embrace conflict without the drama.

-Learn how to recognize the roles in the Drama triangle
-Knowledge of the tools to counter the Drama
- Under the Antecedent conditions of Conflict
-Learn of my journey to drama- free conflict

Often times we get these great ideas and believe that they will change the world. They may come while in the shower or talking a walk to clear your mind. The reality is your ideas are hypothesis and not well understood.
We will discuss Design Thinking and Design Sprints as a practice to help you validate your hypothesis. This become more important as you work with larger companies and there is competition for scarce resources.

At the conclusion of this workshop you will be able to:
• Use new Design Thinking skills to define a customer problem that is worth solving
• Use techniques to capture insights from customer conversations
• Share the Story

Do you cringe when recent college graduates join your projects? Do you spend more time with a new team member explaining what a retrospective is versus actually doing one?

Teaching the basic ideas of an Agile operation takes precious time that we rarely have as project managers. Grand Canyon University wants to share its approach to teaching an Agile mindset starting at the K-12 level with a video game project. Using agile tools, the students move a project through a "Trello" board concept from idea to completion.

Next, hear about the work GCU has done to embed Agile tools and concepts into their programs. Our students run their individual, team, and yearlong capstone projects using Agile and have the artifacts to share in their interviews.

At the end of the presentation, you will be encouraged to provide feedback and help shape the lessons and projects for the next iteration of the courses and programs, which will make your life easier when the college graduate team member on-boards. What's better than giving back?