You might have just implemented Agile in your organization. Or maybe you have been working in Scrum Framework for a while now. Regardless of the situation, the time has come for the next step. You already know the tools, the rules and the principles. What you aim for now is being more focused, transparent, open and adaptive. There are a lot of ways to develop your organizational agility. One of them is management by objectives (MBO) – created and described by Peter Drucker, and then redefined in the OKR framework (Objectives and Key Results).

In this talk we would like to explain why – as scrum masters – we have started and facilitated the process of implementing OKRs in our organization. We will also discuss how we designed the process, how we involved the top managers and leaders and what is the current result of the OKR pilot.

A digest of tricks and methods introduced by my Team in our way of working, that were followed by a fair increase in the quality of our increments.

The cooperation between Scrum Master and leader of the team may either boost the way the team works or diminish all the support there is for the team. Therefore in my talk I would like to show how to establish a positive cooperation between those 2 roles in different scenarios: entry-level scrum master and experienced team leader, experienced scrum master and not-experienced team leader etc. Additionally, the aim of the talk is to discuss the cliches and stereotypes that often become an impediment in such a cooperation as well as share how based on my experience one can overcome those.

Nowadays the increasing number of Product Owners are interested in managing their products by setting up Product Goals. The concept might look simple to understand, however, based on working with Product Owners, the confusion may be felt. For instance, I often met the following questions: What is the Product Goal? Why should I need it? How do I know that this is a right goal?
During the talk I will share the hierarchy of goals, how are they related to value delivery, and what should be a source of Product Goals.

The world is changing rapidly and the software industry is subject to change as anything else. The agility that many of us pushed through the industry since about 2010 was based on idealistic movement and that movement is already dead. But there is already a driving force, a vehicle for getting useful ideas from conception to industry adoption. By realizing the nature of this driving force we can forecast, to some extent, the future and also try to shape it.

Through my presentation, I’m going to explain what I believe this driving force is and provide facts and analogies to help you see the future of our industry more clearly.

More and more companies are publishing Product Owner openings. I’ll share with you my experience on how to start and position yourself as a Product Owner in the organization. What are key areas, each Product Owner should focus on to be successful in his/her role, to avoid being a scribe or proxy.

As described in the Scrum Guide, a Scrum Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. Undeniably, but only?
Working for many years on various products, with various Teams and stakeholders, we also see the Leader of Ownership in this role. This person determines the involvement of the Development Team in the development of the product and the willingness to take risk and responsibility by them. It is this person that determines how engaged users will be in providing feedback quickly and it is this person who is the link between business and engineering, supporting building trust.
During this talk, we would like to present a number of tools that will help strengthen ownership and accountability of various stakeholders in the product development process. We do not promise that we will give a recipe for all ills, but we hope to evoke reflection on the other super powers of Product Owners.

Prawdziwa transformacja agile to nie tylko zmienione procesy, nowe role, inaczej uformowane zespoły ale i inne codzienne zachowania pracowników w stosunku do siebie nawzajem. Aby firma była w stanie łatwiej i chętniej adaptować się do rzeczywistości potrzeba innej jakości rozmów, innej jakości przywództwa i innej jakości postaw. Mimo że może wydawać się że wprowadzenie takiej zmiany w wielotysięcznej firmie to monumentalne zadanie (bo jest!) są na to sposoby a mianowicie działanie krok po kroku jedna osoba po jednej osobie.
Skutecznym sposobem na takie właśnie działanie jest użycie gamifikacji.
Jeśli chcesz dowiedzieć się jak używamy tego narzędzie podczas transformacji w banku pekao, zapraszam!

Ta prezentacja jest case study z tego jak aktualnie wygląda wykorzystywanie gamifikacji w transformacji w banku pekao jak i ogólnym wprowadzeniem w temat gamifikowania zmian w organizacji.

Podczas wykładu nauczysz się:
co to jest gamifikacja
dlaczego gamifikacja może być pomocna
narzędzia gamifikacyjne jakie są dostępne
ostrzeżenie czego nie gamifikacja lub z czym uważać
case study gamifikacji z pekao
w jakich elementach zmiany organizacyjnej warto używać gamifikacji

Do you know the difference between value stream management and value stream mapping? If no the workshop is for you. Value stream theory comes from lean and manufacturing. Now it comes handy because we can react to data delivered by our devops teams. The problem is that in digital value streams we rarely make the same thing twice. We will discuss how to describe value stream scope, how to define it, map and finally manage. I will share some examples of simple tools you can use in your organisation.

The flow as a state was described first by Mihaily Csikkszentmihalyi in his book, The flow is a state when creation goes smoothly from idea to value delivered. Additional outcome from this state is happiness. Based on this piece of knowledge Don Reinertsen wrote „The Principles of Product Development – FLOW”. This book is so scientific that is hard to read. Nevertheless this book is full of treasures – over hundred principles how to develop value better. After that book we can see flow everywhere – in scrum and kanban agile teams, at scaled agile frameworks, in dev ops and value streams. We can see it and we can’t nail it. I will share few examples and reflection how to find and measure flow in big organisation.

Based on a research together with Scrum.org, we have tackled the ultimate questions that all agile teams face – are we delivering value every sprint or staying busy? What can scrum masters, team members and leaders to ensure that this happens in your team and your organization.

As described in the Scrum Guide, a Scrum Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team. Undeniably, but only?
Working for many years on various products, with various Teams and stakeholders, we also see the Leader of Ownership in this role. This person determines the involvement of the Development Team in the development of the product and the willingness to take risk and responsibility by them. It is this person that determines how engaged users will be in providing feedback quickly and it is this person who is the link between business and engineering, supporting building trust.
During this talk, we would like to present a number of tools that will help strengthen ownership and accountability of various stakeholders in the product development process. We do not promise that we will give a recipe for all ills, but we hope to evoke reflection on the other super powers of Product Owners.

You might have just implemented Agile in your organization. Or maybe you have been working in Scrum Framework for a while now. Regardless of the situation, the time has come for the next step. You already know the tools, the rules and the principles. What you aim for now is being more focused, transparent, open and adaptive. There are a lot of ways to develop your organizational agility. One of them is management by objectives (MBO) – created and described by Peter Drucker, and then redefined in the OKR framework (Objectives and Key Results).

In this talk we would like to explain why – as scrum masters – we have started and facilitated the process of implementing OKRs in our organization. We will also discuss how we designed the process, how we involved the top managers and leaders and what is the current result of the OKR pilot.

In this talk I will share my experience of working on a product for a long time without opportunity to get direct user feedback.We will talk about product development challenges in cases like that and tools and techniques that can be employed to validate ongoing and future work.

What is perspective and what are the factors that affect it? How many different perspectives are needed to deliver a new product? This talk ponders the relevance of perspectives in software development, how realizing their existence can help in improving communication and how opening ourselves to other perspectives can help us become better engineers.

Prawdziwa transformacja agile to nie tylko zmienione procesy, nowe role, inaczej uformowane zespoły ale i inne codzienne zachowania pracowników w stosunku do siebie nawzajem. Aby firma była w stanie łatwiej i chętniej adaptować się do rzeczywistości potrzeba innej jakości rozmów, innej jakości przywództwa i innej jakości postaw. Mimo że może wydawać się że wprowadzenie takiej zmiany w wielotysięcznej firmie to monumentalne zadanie (bo jest!) są na to sposoby a mianowicie działanie krok po kroku jedna osoba po jednej osobie.
Skutecznym sposobem na takie właśnie działanie jest użycie gamifikacji.
Jeśli chcesz dowiedzieć się jak używamy tego narzędzie podczas transformacji w banku pekao, zapraszam!

Ta prezentacja jest case study z tego jak aktualnie wygląda wykorzystywanie gamifikacji w transformacji w banku pekao jak i ogólnym wprowadzeniem w temat gamifikowania zmian w organizacji.

Podczas wykładu nauczysz się:
co to jest gamifikacja
dlaczego gamifikacja może być pomocna
narzędzia gamifikacyjne jakie są dostępne
ostrzeżenie czego nie gamifikacja lub z czym uważać
case study gamifikacji z pekao
w jakich elementach zmiany organizacyjnej warto używać gamifikacji