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Name | Title of Talk | Description | Combined | |
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Anupa Chatterji | Are we missing the values behind the Scrum Events | In my discussion, I would like to cover how many scrum teams follow a top down approach of holding scrum Events following certain patterns many a times just for the sake of it. We forget about what are the underlying Agile and Scrum Values guiding these | https://www.linkedin.com/in/anupa-chatterji | Anupa Chatterji - Are we missing the values behind the Scrum Events |
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Arpita Mukherjee | Decision making using Cynefin | Decisions plays a major role in our day-to-day work life. But it is also important
to understand not all decision are black and white and they all have consiquences. In this talk, we will look at understanding how different situations enfluence your decision making. |
https://www.linkedin.com/in/arpita-mukherjee/ | Arpita Mukherjee - Decision making using Cynefin |
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Daniel Smith | Donkey Kong Scrum or how we might avoid the pitfalls of throwing barrels | Many sprints follow anti-patterns familiar to anybody who's played Donkey
Kong In this presentation I describe some of those anti-patterns and their pitfalls and how to avoid them. (All trademark rights to Nintendo) |
https://www.linkedin.com/in/growthhackerau/ | Daniel Smith - Donkey Kong Scrum or how we might avoid the pitfalls of throwing barrels |
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David Daly | Stop Firefighting: How to take control of your product development | In this talk, David Daly (author of Better Agile and Deliberately Digital) explains how you can make the transition away from reactively dealing with emergencies, towards proactively preventing and managing them. Based on his 20+ years of experience in the tech world leading and mentoring teams, and working with countless agile coaches and executives, he shares easy-to-apply techniques that you can use right away to: • Quickly identify the types of “fires” that you have to deal with. Once you know this, it is simple to choose the best strategy for dealing with them, making your work more rapid, efficient, productive and fun for you and your team. • Understand how fires negatively impact delivery lead times and productivity. With this knowledge you will be able to easily secure buy-in and support from your team and your management for switching to a proactive approach. • Apply five strategies to prevent fires from happening (and reduce their impact when they do). Each of these highly practical strategies can be applied straightaway so that you will see improvements immediately. In addition to this, David shares three tips for how you can implement these improvements, even if you don’t have time, budget, or support from your management. To accompany this session, a handout containing a simple firefighting canvas will be provided, which you can use yourself or together with your team to rapidly identify which improvements you can implement to bring you the biggest benefits soonest. | https://www.linkedin.com/in/daviddaly-fbcs-citp/ | David Daly - Stop Firefighting: How to take control of your product development |
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David Pereira | Product Owner Beyond Scrum | many Product Owners limit their activities to what happens inside Scrum events, that ultimately leads to a feature factory. Until product owners go beyond Scrum, creating value is more challenging than it should me. | https://www.linkedin.com/in/davidavpereira/ | David Pereira - Product Owner Beyond Scrum |
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Denis Salnikov | Secret weapon for organisational change | Planning and advizing Scrum implementations within the organisation is probably one
of the most undervalued and least discussed accountabilities of the Scrum Master. Hundreds if not
thousands of Scrum implementations have been side-tracked or completely undermined due to impeding
organisational structures or policies. Quite often, challenging those is also not what Scrum Masters get
“hired for”. But what if organisation actually needs to change in order to enable Inspection &
Adaptation? Or if Scrum Team members fail to define the next potential improvement? What can be Scrum
Master’s “secret weapon” empowering them to challenge the status quo? If I had to choose one, my answer
would be “Systems Thinking and Modelling”. During this session you will uncover how modelling observed Systems Dynamics together with decision-makers and stakeholders creates space for often avoided conversation and allows Change Agent to speak truth to power. We will talk about basics of Systems Thinking and System Archetypes relevant for most Scrum framework applications; discover the Causal-Loop Diagram modelling approach; and practice its application on common challenges Scrum Masters face. |
https://www.linkedin.com/in/dsalnikov23 | Denis Salnikov - Secret weapon for organisational change |
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Erik de Bos | Scrum is not what you think it is - a new way of thinking about Agile | How is it possible that we have a Scrum Guide and yet Scrum implementations can
vary so much? Often resembling a Waterfall approach more than anything? In this talk I will reflect on how this is due to lack of understanding of what Agile is. Together we will see how with a firm understanding of the purpose of Agile not only can we better understand how to implement Scrum, but we will catch a glimpse of a world where we can be Agile without using any framework. Who knows, we may even come to understand why the answer is always 42! |
https://www.linkedin.com/in/erik-de-bos/ | Erik de Bos - Scrum is not what you think it is - a new way of thinking about Agile |
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Evelien Roos Rozemarijn Geelen | Power of personal engagement, 2 steps forward in Professional Scrum | Explore the effect and identify advantages of personal engagement. What formats can
you use to increase engagements AND...what are non-verbal signs that you should be aware of. We are combining brain science principles from Training From the Back of the Room and science on non-verbal behavior to help you improve your engagement and your participants' engagement. |
https://www.linkedin.com/in/evelienroos/ https://www.linkedin.com/in/rozemarijngeelen/ | Evelien Roos Rozemarijn Geelen - Power of personal engagement, 2 steps forward in Professional Scrum |
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Fredrik Carleson | Removing Cultural Impediments - a few Real-life Examples | In theory, Scrum is understandable and straightforward. The second you begin to
involve humans, things become, well, complex. Let's explore real-life experiences where cultural or
organizational obstacles blocked or helped. We will dissect real-life examples describing how we succeeded or failed to handle situations regarding dependencies, value streams, bottlenecks, and slippery slope thinking |
https://se.linkedin.com/in/fredrik-carleson-a8a9082 | Fredrik Carleson - Removing Cultural Impediments - a few Real-life Examples |
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Gilberto Urueta | People: The sickness and remedy of Scrum. | In this session, I’ll cover the following points: People are the main contributors to uncertainty when working with Scrum This uncertainty causes frustration and in some cases many Scrum Masters lose confidence on their value. Surprisingly the focus on the same people is the remedy to deal with the uncertainty and at the same time achieve great results. In this talk I’ll share some experiences that led us to understand the importance on focusing on people. And how that helped us regain a sense of confidence in our role. |
https://www.linkedin.com/in/gurueta/ | Gilberto Urueta - People: The sickness and remedy of Scrum. |
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Gunnar R. Vischer | Agile Leadership training - from idea to monthly execution | Leadership plays a vital part in an Agile environment. However, the role of leaders often remains too unclear to be effective. To tackle this challenge, a group of Agile enthusiasts within Worldline started to create an in-house training at the beginning of 2021, conducting it ever month since June of that year. This presentation will give a brief overview about the why, how and what and share the lessons learned so far. What was the impact and what still remains to be done? | https://www.linkedin.com/in/gunnar-fischer-63a496105/ | Gunnar R. Vischer - Agile Leadership training - from idea to monthly execution |
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James De Mulder | Team culture defines team success | In this talk I want to highlight the importance of (team) culture in the success of high-value delivering teams as well as share practical ways in which you can help the team shape their team culture to be effective. When you walk away from this session you will know the two primary building blocks to building strong team cultures with (beginning) teams and also have concrete ways of doing so. | https://www.linkedin.com/in/jamesdemulder/ | James De Mulder - Team culture defines team success |
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Jeremy Randall | Can 6 former teachers with no Scrum experience form a Scrum Team, learn Scrum, and produce an MVP in 4 weeks? | In June, I invited 6 teachers transitioning into new career paths to build a Scrum Team with me acting as their Agile Coach. They chose their own problem to solve and the product they wanted to build to solve it, and then learned Scrum by getting their hands dirty for about 10 hours per week. Find out what they produced after 4 weeks and what I think this tells us about the future of Scrum training. | linkedin.com/in/scrumify | Jeremy Randall - Can 6 former teachers with no Scrum experience form a Scrum Team, learn Scrum, and produce an MVP in 4 weeks? |
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Joanna khoury | From Good to Great Retrospectives | Retrospective is an agile practice at the core of the continuous improvement cycle in agile. In this talk we will go over how to run good retrospectives for your team and how to go from good retrospectives to great ones | https://www.linkedin.com/in/joannakhoury/ | Joanna khoury - From Good to Great Retrospectives |
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Julia Kung | Self-Mastery and how to get there. A practical approach. | From The Agile Coaching Growth Wheel explanation: "Self Mastery: At the heart of great agile coaching is the need to invest in yourself through learning and reflection and take care of your wellbeing. Self-mastery starts with a focus on yourself, having the emotional, social, and relationship intelligence to choose how you show up in any given context." | https://www.linkedin.com/in/julia-kung-scrum-master/ | Julia Kung - Self-Mastery and how to get there. A practical approach. |
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Jyoti Mishra | Psychological Safety via Gamification | Will be sharing my personal journey of how I was able to transform a quite scrum
team to a vocal team and also how I was able to provide a psychological safe environment for scrum team
through fun. Reason for there quietness was they had joined team during lockdown and hence very less
personal interactions. Will share how you can bring fun and openness in team through fun games, ice breaker session, futurespective method. |
https://www.linkedin.com/in/jyoti-mishra-9563274a/ | Jyoti Mishra - Psychological Safety via Gamification |
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Karel Smutný | "Multilearning" and the Trap of Utilization | Let's explore the dynamics how single-specialty people (I- and T-shaped),
single-specialty teams, and a tendency to utilize their specialization, *hinders your agility*. Both at
small scale (team level) and, more importantly, at large scale (org level). What is the Circle of
Mediocrity and how to escape it. "Multilearning" (aka rake-shaped) was identified as one of the major success factors in the original Scrum paper (1986, way before Ken & Jeff) but over the years somehow didn't get too much attention by the agile community. Let's put it back to limelight. |
https://www.linkedin.com/in/ksmutny/ | Karel Smutný - "Multilearning" and the Trap of Utilization |
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Kumar Ravi | Why Scrum is not for you | Anti patterns, why scrum fails, what makes it to work, why advocacy is necessary, how to actually get mindset change, how to enable scrum slowly | https://j.mp/kumaronlinkedin | Kumar Ravi - Why Scrum is not for you |
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Luxshan Ratnaravi | How to teach about agile through comic strips | We believe that too many people are talking about their successes in agile. We want
to take about failures because that’s where you learn the most. We do that through Comic Agilé, and it
this talk, we’ll break down the mechanics of how to create an educational agile comic strip and the
components of our four-panel strips. We’ll show you how we set the scene, introduce some agile theory or reiterate a concept, build an expectation, and finally deliver a punchline in the form of an anti-pattern, misunderstanding or just plain craziness. We’ll also show and analyze some of our most popular strips as well as the agile lessons to take away from them. All of this will be delivered in a highly entertaining and dynamic manner for all audiences ranging from Scrum beginner to agile expert. |
https://www.linkedin.com/in/luxshan/ | Luxshan Ratnaravi - How to teach about agile through comic strips |
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Maarten Dalmijn | Beating the Feature Factory | Most companies working with Scrum end up producing Feature Factories, focused on shipping new features. The central belief underpinning the Feature Factory is that all proposed features are guaranteed to deliver value. When organizations are confident all features on the roadmap are valuable, the main challenge then becomes to get them out of the door quickly and reliably. Feature Factories may seem productive — they churn out a lot of features after all! But features are shipped without any assurance of delivering value to customers and the business. What should we be doing instead? | https://www.linkedin.com/feed/ | Maarten Dalmijn - Beating the Feature Factory |
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Marcello Del Bono | Learning how to learn in a VUCA world | In a fast-changing world, connecting ideas from different domains is more and more required at any role and hierarchical level. Learning must change. Bottom-up, pull-like knowledge creation must support and complement traditional top-down occasions of learning such as courses and presentations. | www.linkedin.com/in/marcellodelbono/ | Marcello Del Bono - Learning how to learn in a VUCA world |
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Marcin Nizioł | Scrum from the developer's perspective | It's presentation about Scrum of course. But all elements are shown from developer perspective. Why events are importnatn for the developers, what they can get from that. The same with the rest of the framework elements. Thera are many difrent materials, trainings etc for SM, POs. But there are so little sources which helps developer to make their more effective Scrum users. | https://www.linkedin.com/in/marcin-niziol/ | Marcin Nizioł - Scrum from the developer's perspective |
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Murray Robinson | Seeing the forest for the trees | Example: The telco that took 12 weeks to make a 5-minute firewall rule change
Identifying and measuring the problem - queues, delays, cycle time, value stream maps, process efficiency Causes - bureaucracy, silos, hierarchy, rules, processes, contracts, KPI's, local optimisation, cost focus, reductionist thinking Solution - focus on the customer, simplify the end-to-end process, work in cross-functional agile teams |
https://www.linkedin.com/in/murrayrobinson/ | Murray Robinson - Seeing the forest for the trees |
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Nick Brown | How (agile) charts lie | Measurement is one of the hottest topics in our industry, however many organisations are stuck in the measurement trap, either measuring anything/everything, poorly visualising data, not being skeptical of data and even suggesting misleading patterns from the data presented. In recent years, measurement has increasingly gained more traction in our industry with many folks wanting to "measure" or even "measure what matters" when adopting new ways of working. Whilst this enthusiasm is great, it often is channelled in the wrong way. This session will demonstrate just how prevalent lying with (agile) charts is, particularly with what will be some of your favourite metrics, as well as providing practical tips to improve the visualisation/usage of data within your teams and organisation. | https://www.linkedin.com/in/nicolasjmbrown | Nick Brown - How (agile) charts lie |
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Nitin Sahasranaman | Common fallacy in Agile: Fixing symptoms rather than the cause | This will cover about a few cases where the focus inevitably fell on fixing the symptoms at surface level rather than finding the actual cause of it and finding a solution for it. Further it'll include some of the typical reasons why organizations go down this path and its consequences. Also a few techniques to identify the root cause of the issue. | https://www.linkedin.com/in/nitin-sahasranaman-27b2204/ | Nitin Sahasranaman - Common fallacy in Agile: Fixing symptoms rather than the cause |
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Patty Aluskewicz | Using Newton’s Laws to Change Organizational Culture | When companies undergo an Agile Transformation and decide to adopt Scrum, this
age-old question usually surfaces: What’s easier, changing an organization’s culture or its structure? The answer many people will give is structure. As any good physicist like Newton will tell you, structure determines function, so theoretically, new org chart and new titles is functioning Scrum environment. We find, however, structural changes are easy on paper but not in real life. So, are we left with culture being the easy part? Surprisingly, yes. In this talk, Agile Coach and former science teacher, Patty Aluskewicz will apply Newton’s Laws and other scientific concepts to help you understand that YOU have much more power to affect organizational cultural change than you might imagine. 45 minutes |
https://www.linkedin.com/in/patty-a-9a4b3b16a/ | Patty Aluskewicz - Using Newton’s Laws to Change Organizational Culture |
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Paweł Huryn | Continuous Product Discovery and the Scrum Framework | Learning by delivering may not be enough. As Marty Cagan argues in "Inspired,"
for some products, we may need to perform dozens of small, inexpensive experiments every week. I'll tell you: - How to determine what are our customer's problems, needs, and desires? - How to identify opportunities and came up with possible solutions? - How to validate assumptions about value before selecting PBIs for the Sprint? - How can we build a shared understanding around the "why" and stay open to different perspectives? - How to successfully supplement the Scrum Framework with continuous product discovery? Attend this session to see how you can avoid waste and build even better products that create value for your customers and your business. |
https://www.linkedin.com/in/pawel-huryn | Paweł Huryn - Continuous Product Discovery and the Scrum Framework |
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Peter Zylka-Greger | Why you are not in the driver's seat, but your Ego is. | What are the most common signs that you are working in a Feature Factory are. | https://www.linkedin.com/in/peterzylkagreger/ | Peter Zylka-Greger - Why you are not in the driver's seat, but your Ego is. |
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Petula Guimaraes | What remains for Scrum Masters as Scrum progresses | As Scrum gets simpler, the role of a Scrum Master today does not look like what it was 20 or even 10 years ago. Most "agile techniques" that are taught on your average Scrum courses are not what will help teams and organization evolve to a more agile and humanized workplace. What has shifted for Scrum Masters to continue to be relentlessly helpful to individuals and teams? How to remain relevant and claim your space among the noise of corporate and zombie Scrum. | https://www.linkedin.com/in/petulaguimaraes/ | Petula Guimaraes - What remains for Scrum Masters as Scrum progresses |
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Phil Ledgerwood | Why Does Kanban Hate Us So Much? | What obstacles do you need to overcome to move away from the Feature Factory and concrete ways on how to do so. | https://www.linkedin.com/in/phil-ledgerwood/ | Phil Ledgerwood - Why Does Kanban Hate Us So Much? |
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Philip Coler | Utilizing your Scrum Master to the Max | A frustration some Scrum Masters have is that most places they’ve worked haven't let them use their full potential. They end up going down a few different paths but not usually one where they can perform their best as a Scrum Master. This causes organizations to lose value in the Scrum Master without them knowing. The organization misses out on the Scrum Master coaching the organization and many other items as stated in the Scrum Guide. Where the Scrum Master could be “Leading, training, and coaching the organization in its Scrum adoption” they are instead focusing on other areas. They may gain value in these other areas but in the end, they still lose out on the Scrum Master. The Scrum Master’s full potential is widespread across the organization and so much more. | https://www.linkedin.com/in/philip-coler-2a603237/ | Philip Coler - Utilizing your Scrum Master to the Max |
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Pierre Merlin | OKRs and Scrum : giving sense to your sprints | OKRs is a big trend currently, but it's not just about buzzwords. In
Cleverconnect's Product&Tech teams, we dived this year in OKRs framework and tried to integrate
it as smoothly as possible with our ways of working. We're convinced that it's an extremely
valuable approach and that it really gives sense to "why" we want to be agile. We learned a lot and wanted to share our experience, failures and successes. We did it first through 3 articles (sorry it's in french, but we could translate it if some are interested), but we continued to improve it since then! |
https://www.linkedin.com/in/pierre-merlin-agiliste | Pierre Merlin - OKRs and Scrum : giving sense to your sprints |
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Rakia Ben Sassi | Why agile would fail without psychological safety? | By embracing the agile methodology, companies aim to be more competitive and more successful. Yet, we forget sometimes that success depends on human experiences rather than on the presence or absence of specific practices like Daily Scrums, Sprints, iterations, etc. In this talk, I would like to break down how our experiences could make us bring our full selves for the challenging job ahead and how this is highly dependent on the presence of psychological safety in our work environment. | https://www.linkedin.com/in/rakia-ben-sassi-2b8373a0/ | Rakia Ben Sassi - Why agile would fail without psychological safety? |
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Ramya Shastri | How can one become a 'Mindful' Scrum Master? | My talk will be on Mindfulness. What is Mindfulness. Why it is important. How can you benefit from it and how can one become a mindful Scrum Master | https://www.linkedin.com/in/ramyashastri | Ramya Shastri - How can one become a 'Mindful' Scrum Master? |
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Rashmi Reddy | Break old habits within team | First old habits needs to be observed in team and then notify them by arranging meeting and ask them to come up with a solution why that was habit and what made that has a habit and how can we overcome that habit. For example in one of my team i am have observed that PO was assigning this you can work and other can work on this he was assigning tasks instead team members have to decide what they need to work this made them habit to get work and make it to done it seems me feature factory old habit so break it by new asking team members to have choice to discuss and get clarity on ticket then they decided which one they can work. | https://www.linkedin.com/in/rashmireddypr | Rashmi Reddy - Break old habits within team |
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Rishi Markenday | The continuous hunt for value - the unfortunate reality for many Scrum Teams | Through a short survey, we identified triggers that help teams within organizations pursue true value for the org. Come listen to the talk to learn more | https://www.linkedin.com/in/rmarkenday/ | Rishi Markenday - The continuous hunt for value - the unfortunate reality for many Scrum Teams |
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Robert Suchocki | An American Football Scrum Success Story | How I applied my learnings from agile and scrum to coaching American Football, which helped lead our team to an undefeated season and a championship. | Linkedin.com/robert-suchocki | Robert Suchocki - An American Football Scrum Success Story |
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Rory Smith-Belton | What's Love got to do with it? | A talk around the interplay of Scrum values, human needs and how the most impactful
people, teams and organisations operate in a the spirit of Love, even if they're not aware of
it. Attendees will step away with a better concept of why they make the decisions that they do and how this could be applied to their teams, and hopefully, lead to more fulfilling lives and ways of working. Small. Ambitions. |
https://www.linkedin.com/in/rorysmithbelton/ | Rory Smith-Belton - What's Love got to do with it? |
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Sander Dur | Curing TANS: a corporate disease that limits your delivery of value | One of the worst things a Scrum Team can do when creating value is procrastinating.
Not doing what matters right now. It seems to me that the “right now” part is quite often overlooked and
therefore we’re not creating the beautiful products we could be building. But we found out what is causing the problem here. And it’s infectious. It has already been spreading throughout the majority of large organizations. During this talk, we hope to help you diagnose whether your company has contracted it, too. But before we do that, let us tell you what it is. We’re getting shivers just thinking about it. It’s called… TANS (There’s Always a Next Sprint). |
https://www.linkedin.com/in/sanderdur/ | Sander Dur - Curing TANS: a corporate disease that limits your delivery of value |
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Sandra Kiel & Engin Eser | From understanding to comprehending. Minecraft as a game-based learning tool for agile methods and frameworks. | What if gaming made the learning experience richer. What if learning is not only
knowledge acquisition but pure experience What if we move from understanding to comprehension.
We will show you how the Minecraft:Education Edition can be used to create a sustainable learning experience with both game-based learning approaches and serious gaming approaches. Using various use cases that we have already successfully implemented with our customers, we will take you on a novel learning journey. |
https://www.linkedin.com/in/sandra-kiel/ | Sandra Kiel & Engin Eser - From understanding to comprehending. Minecraft as a game-based learning tool for agile methods and frameworks. |
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Satyamohan Chelluri | Product way of working is more than agile | Lot of people get mistaken about agile and product way of working is same. Though have lot in common there are key differences. Let's explore them | http://www.linkedin.com/in/satyachelluri | Satyamohan Chelluri - Product way of working is more than agile |
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Shoaib Naik | What Mountaineering taught me about Agility | Climbing mountains Like Everest & K2 has always been a fascinating endeavor. Though lot look at mountaineering as a form of extreme sports but their is so much to learn about life from this experience. Through my personal mountaineering experiences, I want to share how Agility is not only about frameworks or corporate talks but something that can be lived and achieved practically. | https://www.linkedin.com/in/shoaibnaik/ | Shoaib Naik - What Mountaineering taught me about Agility |
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Sjoerd Nijland | Creativity and Brain Science in Scrum. | It's play time! How to maximize for creativity in complex environments. A short and cheerful talk. Get access to creative plays for Scrum Teams. | https://www.linkedin.com/in/sjoerd-nijland-9323376/ | Sjoerd Nijland - Creativity and Brain Science in Scrum. |
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Susan Abishara | A common language a secret ingredient for transparency | In large scale scrum environments, learn how to interconnect your squads utilising the power of a common language to bring to life real time data driven engine visible to everyone and gamechange how squads work together. A case study from a top4 bank in New Zealand | https://www.linkedin.com/in/susanabishara/ | Susan Abishara - A common language a secret ingredient for transparency |
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Ulrik Ekedahl | Some key findings working with agile in large diverse organisations | The talk will discuss the following conclusions from the model: Speed is a basic
tenet of agile. How quickly can we adapt and deliver if we change our minds or learn something new? Speed is correlated with efficiency, but they are not the same. A too strong focus on efficiency can be counter-productive in the long run. There is no contradiction between speed and quality, in the same way as there is no contradiction between mass-production and quality. One important aspect of quality is feedback. Three different feedback loops exist for all large-scale agile development, and all three must be optimized to achieve the right quality at speed. Some practices that help speed and quality. Caveat: Some of the elements above are common practice in CI/CD and DevOps, but it is always nice to have a good theoretical rationale why they should be done |
https://www.linkedin.com/in/ulrikekedahl/ | Ulrik Ekedahl - Some key findings working with agile in large diverse organisations |
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Vera Lusink | Diversity in teams; how to create awareness and utilise diversity for growth | Within Coolblue we make use of different trainings (Intercultural awareness and
collaboration) and workshops (Core Qualities & DISC) to create awareness about each others
differences, may they be on a cultural level and on a personal characteristic level. During these interactive workshops we learn about our own characteristics (qualities) and the associated pitfalls we might display when we're in a stressful situation and the challenges we face. We share these with our team members to create awareness, offer help and support to overcome the challenges so we can grow as a person, as a team and therefore benefit the organisation. I would like to share my personal experiences with executing and participating in these workshops and what these have brought to me on a personal level in order to inspire the audience to start the conversations/workshops with their own teams so they can also gain the value of diversity may it be for the organisation, the team or on a personal level. |
https://www.linkedin.com/in/vera-lusink/ | Vera Lusink - Diversity in teams; how to create awareness and utilise diversity for growth |
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Vineet Patni | Co-Leadership: The Real Essence of Scrum Teams | As per the Scrum Guide, “Scrum Masters are true leaders who serve the Scrum Team and the larger organization.” Does this mean Leadership is limited to the Scrum Master accountability only? While Scrum Master is the True Leader, every Scrum team member is a Co-Leader. Great Scrum Masters encourage acts and the spirit of Co-Leadership in every member of their teams by teaching the correct values. Scrum values help understand and respect each other's strengths and enable effective interactions through courage and openness, enabling co-leadership by increasing a sense of joint-ownership and commitment. In this participatory session titled ‘Co-Leadership: The Real Essence of Scrum Teams,’ we will explore the concept of Co-Leadership, and how it is inherent in Scrum and is essential in achieving excellent outcomes. | https://www.linkedin.com/in/patnivineet/ | Vineet Patni - Co-Leadership: The Real Essence of Scrum Teams |
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Walter Campbell | Burn Down Your Backlog | Product owners spend too much time tending overgrown backlogs—revising and refining items teams may never get to ... and should probably get rid of. Learn techniques to help products bloom by stripping away backlog deadwood. And if all else fails, burn it down! | https://www.linkedin.com/in/waltcampbell/ | Walter Campbell - Burn Down Your Backlog |
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Willem-Jan Ageling | Fluid Scrum Teams | Scrum exists to create value in complex environments. Most Scrum Teams aim to do
this by embracing stability and predictability. They focus on optimizing flow and predictability to
reduce complexity. Often this is not feasible. In especially complex environments, what will happen is unknown. You can’t reduce the complexity. You have to manage the complexity. Fluid Scrum Teams organize themselves based on the work at hand. Every time new topics need to be addressed, the members of the Fluid Scrum Teams organize themselves to optimize the chances to succeed with their challenges. Willem-Jan will discuss the concepts of Fluid Scrum Teams |
https://www.linkedin.com/in/willemjanageling/ | Willem-Jan Ageling - Fluid Scrum Teams |
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