Scrum in our community - Nourishing our Country

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Scrum Australia Pty Ltd

by Sam Bowtell & Tracy Bialek OzHarvest is Australia’s leading food rescue organisation, collecting quality excess food from commercial outlets and delivering it directly to more than 1,000 charities supporting people in need across the country. The Commonwealth Bank is Australia’s leading financial services institution. During the talk, Sam will share the story of how a few CommBank employees helped Ozharvest adopt Scrum to improve how they run their business. The outcome of the session is to stress the importance of helping our community with Scrum. Sam hopes that people will be inspired to try something like this themselves. The session is also a good example of a non- technology Scrum story that will be helpful to business people.

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A storm is defined as a disturbance of the atmosphere or the state of an environment, and life brings them in many forms and sizes. Some bring significant disruptions to normal conditions, while others destroy the existing structures and force a rebuilding. As humans we will experience various storms throughout our lives, with the aim of surviving them all. We are so used to the occurrence of storms that preparing for them has become second nature. We have the technology available to us to help predict them, their size and intensity, so we know what to expect and plan accordingly. Best practices exist to manage the storms. However with climate change, it feels like there are more ‘freak’ one in a 100 year occurrences happening, which take everyone by surprise. The best practices lead to chaos. What’s the future going to hold and what can we learn today to in order to build our resilience for future storms? Do we reflect the shifting environment into our existing practices? How do we apply these learnings from our life to an Agile transformation of an organisation? On the horizon, a cyclone is growing in intensity and heading towards your organisation: to disrupt the existing paradigms. Everyone is scared and uncertain of what will survive, or will need to be rebuilt after the agile transformation has hit. What do we need to do to prepare for the transformation? How are we going to work together to build our resilience in the chaos of the cyclone? How do organisations embrace the storm?

Embrace the Storm by Renae Craven

Embrace the Storm by Renae Craven

Embrace the Storm by Renae Craven

Scrum Australia Pty Ltd

Were you born as an Agile leader, or can you develop or pivot your leadership style to be one? This workshop will uncover ten Agile leadership attributes in a fun and engaging way, giving you an opportunity to reflect on your own capabilities and then self-focus areas for further development of your leadership capability. Also download Sam Bowtell's: Discover your leadership agility to accompany self-assessment

Discover your leadership agility

Discover your leadership agility

Discover your leadership agility

Scrum Australia Pty Ltd

Discover your leadership agility self assessment

Discover your leadership agility self assessment

Discover your leadership agility self assessment

Scrum Australia Pty Ltd

At Hireup, we believe that people with disability should have total choice and control over their supports. We've designed the Hireup model to ensure that people with disability decide who they work with, when they want their bookings to happen and how they would like their support delivered. Hireup's philosophy easily aligns with Agile Principles; learn how Agile Coaches join forces with the People and Culture team to champion Hireup's purpose-led culture.

Choice and Control, how Hireup’s Empowering Vision aligns with Agile Principles

Choice and Control, how Hireup’s Empowering Vision aligns with Agile Principles

Choice and Control, how Hireup’s Empowering Vision aligns with Agile Principles

Scrum Australia Pty Ltd

by Andrew Rusling Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle, unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two Scrum based organisations as they sought to improve their outcomes through Experimentation.

Experimentation from the real world; move from outputs to outcomes

Experimentation from the real world; move from outputs to outcomes

Experimentation from the real world; move from outputs to outcomes

Scrum Australia Pty Ltd

by Alan Taylor (Innodev) Test Driven Development is an engineering concept with practices that has great benefit to business. For example, if your business wants to have idealised and revered products, you will have: - an ability to deliver high quality products which keep up with the latest customer wishes; - products which are constantly updated with the latest cool features; and - ability to very quickly resolve any issues that do occur – and they do for even the best organisation We will share with you why Test Driven Development is a pivotal tool in the fight to be one of those inspiring organisations. We will cover the practices at a high level and go into the outcomes of those practices. We will include not only how the business should benefit directly from them, but also how they provide indirect benefits for the team and the organisation. Every positive has some negatives, whether they are perceived or actual, long term or short term). We will touch on how they are like any form of exercise – they will be hard work at times, but afterwards the results will include fitter, stronger and faster teams able to delivery consistently better results. As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain. As someone within the delivery team, you will leave with deeper understanding of how you, your team and your company can effectively benefit from Test Driven Development.

Test Driven Development – how it benefits business and teams alike

Test Driven Development – how it benefits business and teams alike

Test Driven Development – how it benefits business and teams alike

Scrum Australia Pty Ltd

Get outcomes by putting people over processes: Trust us… We’re social workers!

Get outcomes by putting people over processes: Trust us… We’re social workers!

Get outcomes by putting people over processes: Trust us… We’re social workers!

Scrum Australia Pty Ltd

by Jen Miller This session introduces the concept of a Growth Mindset and its synergies to Scrum and Agile, through the sharing of examples I have experienced. Attendees will learn what the qualities of a Growth versus Fixed Mindset are and how to recognise them in ourselves, our teams, and organisations. Tips and techniques on how to introduce and promote a growth mindset and how it helps build smarter scrum and agile teams will also be shared, so attendees have practical tools to take away with them. The concept of a Growth Mindset gained real visibility with Carol Dweck’s research and 2007 book Mindset: The New Psychology of Success. Her research looked at how children learned and faced challenges and problems thought to be beyond their age. Children who were excited to try something new, and learn while doing it, demonstrated what Carol Dweck called the ‘Growth Mindset’. The principles of Scrum align with this concept as they are founded on the empirical practices of try, inspect, and adapt. Seeking to continue learning and improving are characteristic of Scrum and the Growth Mindset. Being aware of, and practicing, the qualities of a growth mindset will make scrum teams and organisations stronger, more resilient, and adaptive in times of challenge and change.

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Do you always take the stairs? How to use your growth mindset to build smar...

Do you always take the stairs? How to use your growth mindset to build smar...

Scrum Australia Pty Ltd

by Alex Sloley Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct – what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa? Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value. And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love. Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog. Join the fun and come learn what horrifying results await!

The product owner and scrum master brain transplant! Mwuhahahaha!!!

The product owner and scrum master brain transplant! Mwuhahahaha!!!

The product owner and scrum master brain transplant! Mwuhahahaha!!!

Scrum Australia Pty Ltd

by Anoar Ahmed Have you ever sat through endless scrolling credits after a film, speechless, while you processed your thought and feelings? Hundreds, if not thousands, of those disappearing names contributed towards these profound moments of transformative experiences. Timeless films are excellent examples of deep collaboration between multidisciplinary teams of highly skilled craftspeople, working to create moments that transcend the audience to the story world and subtly move them through the journey of films’ protagonist/s. Filmmakers are master collaborators that literally bring together teams of multidisciplinary casts and crews on the same page of the scrip. Great filmmakers challenge and inspire technicians to become artists and actors, to become immortals through the “power of the story”. Many years ago, my screenwriting lecturer famously told us during our very first day at the film school, “One thing is certain about filmmaking, that everything you have planned will need to change because it will rain tomorrow”. Filmmakers mastered the art of embracing uncertainty many decades ago, when there were no weather apps, by being truly agile. In this talk, I will draw from my lifetime of study and exploration of the art and craft of filmmaking. I will demonstrate, using examples from classic films, how motivated and inspired multidisciplinary teams collaborate to bring the vision of a cinematic project to life and transcend audiences around the globe to the story world. I will share what leaders can learn from masters of the ultimate collaborative art of filmmaking.

What leaders can learn from filmmakers

What leaders can learn from filmmakers

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Scrum Australia Pty Ltd

by Diana Kirkova Team Dynamics is like an unconscious force that influences team behaviour, reactions, and performance. Problems and solutions, from my experience, will be packed into a nice presentation, but the most exciting part will be the “Time to play” where we will face real problems and discuss how to solve them. Games like Blame game and responsibility game will be played and discussed.

Is an Agile Team Dynamics like a House of Cards?

Is an Agile Team Dynamics like a House of Cards?

Is an Agile Team Dynamics like a House of Cards?

Scrum Australia Pty Ltd

by Craig Brown This session is a structured walk-through the ideas around collaboration. I’ll be introducing key ideas and then leading participants through a workbook of eight questions that help people understand collaboration, why it is important and how they can take action to increase collaboration at their workplace. People like the idea of collaboration, but have fuzzy ideas about what it is and what good collaboration looks like. This will help them think about collaboration in a more structured way and see opportunities for improvement in their own context.

8 steps to collaboration

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Scrum Australia Pty Ltd

by Dave Bales This presentation aims to raise awareness that default Product Ownership (that uses only ordering and prioritising PBI’s) is not enough to be successful. A higher level of consciousness is required to appreciate the challenges and dynamics of the work at hand. Devising evolutionary strategies to cater for the undercurrents, changing landscape and the opposing dynamics in the product and its backlog, may help to tip the balance in favour of being more successful. Project dynamics can include: Releasing a new insurance app to millenials on a smartphone platform. The challenge with this is that more customer testing and an exploratory approach of how milenials think will be required, hence each sprint goal may include working toward a customer testing objective; A compliance risk project where compliance objectives are static. How those objectives are satisfied is variable, hence an evolving strategy to use an iterative approach is to be considered. The first iteration would be to neutralise the compliance risk, starting with a manual process. Successive iterations would then be run by automating and adding more value; An integration risk project, where a central framework has to integrate with several other systems. An evolving strategy would focus on setting sprint goals to achieve integration, as well as regression testing objectives to neutralise the integration risk early

Art of Product Ownership vs. The Conveyor Belt Approach

Art of Product Ownership vs. The Conveyor Belt Approach

Art of Product Ownership vs. The Conveyor Belt Approach

Scrum Australia Pty Ltd

by Verna van Schaik In order to set the Guinness World Record for the Deepest Dive by a Woman I had to do more than find a new way, I had to change how I thought about myself and the world. This shift out of who I thought I was into someone totally foreign to me (but who was also me) is the shift that Agile teams are under going, because it takes more than a new process to create change. It takes a new way of using that process to create true Agility. We have been taught that who we are is who we are, it can’t change. Well, I am living proof that isn’t quite true We are also told that changing behaviour takes therapy and psychology. It is hard, so we focus on process and forget about the people who use the processes. One of the leading banks in South Africa took training and specifically training to create behavior shifts a step further and created an initiative that proved people can and do change (in 3 days) with their Servant Leadership Workshop. Using double loop learning, teams were exposed to a new way of thinking that supported a new way of behaving and it worked – people started to show up differently and expect leadership to show up differently. The banks culture started to shift dramatically & Agile started to grow. This talk outlines one way to create a space where people at all levels of an organisation can shift out of old ways of thinking and behaving into servant leadership and autonomy.

Everything you wanted to know about Agile Culture Shifts, from a Guinness Wo...

Everything you wanted to know about Agile Culture Shifts, from a Guinness Wo...

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Scrum Australia Pty Ltd

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Paladins, demons and the Illuminati: Changing culture at the ATO

Paladins, demons and the Illuminati: Changing culture at the ATO

Scrum Australia Pty Ltd

by Terry Haayema Building a culture for high performance in Teams is something Teams themselves must own. It can’t be managed into them, but all too often the Team’s best vehicle for self-inspection and continuous improvement becomes a meaningless chore that Team members begrudgingly attend, with little understanding of the intention or capability for genuinely improving. If you’re finding that the same items are coming up in your Retrospectives and there is very little improvement arising, then this session is for you. In this session, you’ll learn about the power of allignment in enriching the conversation as well as a variety of concrete practices you can use immediately with your Teams to sense and enhance: Safety Culture Environment Learning Self organisation Self determination Cross functionality Leadership Effective Retrospectives Product Ownership

Super charge your Retrospectives by sensing alignment

Super charge your Retrospectives by sensing alignment

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Scrum Australia Pty Ltd

by Stefano Martincigh At Wargaming Sydney we tried to find better ways to estimate projects in order to find balance between estimate accuracy and effort spent in the estimation. At the moment we are exploring the Monte Carlo simulations technique coupled with story mapping. This approach has the potential to lead to more accurate estimations, project after project, because we are able to feed our data into next projects. During this session I will explain how we do story mapping, what are the principles behind the Monte Carlo simulations technique and the advantages of using PERT curve distributions over Gaussian normal distributions.

Project (agile) estimates using Monte Carlo Simulations

Project (agile) estimates using Monte Carlo Simulations

Project (agile) estimates using Monte Carlo Simulations

Scrum Australia Pty Ltd

by Robert Boyd Scrum/Agile Product over Project Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer.. Delivery: Product over Project We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy. Team: Product over Project We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies. Customer: Product over Project We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus. What you can do Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.

Scrum: Project Focus or Product Focus

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Scrum Australia Pty Ltd

The Four Horseman of Toxic Behaviour

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Scrum Australia Pty Ltd

by Peter Lee The model that I’ll be presenting is a model that has been developed over a number of years: at small and large enterprises in three different industries. It has been employed with a range of leaders in Technology and Non-Technology areas, ranging from new leaders through to CIOs. It has been used to help decide and target the highest impact changes that can be made to their areas, and then align executive leaders on executing on those changes. There will be a focus during this session, on how this approach has been used in Boral to decide on our initial transformation activities, but also the ongoing evolution of these activities as things have changed.

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Creating clarity and focus in changing a large enterprise

Creating clarity and focus in changing a large enterprise

Scrum Australia Pty Ltd

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Paladins, demons and the Illuminati: Changing culture at the ATO

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Project (agile) estimates using Monte Carlo Simulations

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The Four Horseman of Toxic Behaviour

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In our research paper titled "Qualitative Analysis on Tax Evasion and Reasons for Reluctance to Join ATL in Pakistan," we delve into the intricate dynamics of tax compliance and explore the underlying reasons why individuals in Pakistan might hesitate to become a part of the Active Taxpayer List (ATL) within the framework of business law and taxation. With a multidisciplinary approach, our team of five researchers embarked on an in-depth exploration of tax evasion behaviors and the factors influencing them. Through qualitative analysis, we aimed to unravel the complex interplay of socio-economic, cultural, and institutional factors shaping tax compliance attitudes among Pakistani taxpayers. Drawing on a diverse range of qualitative research methods, including interviews, focus groups, and content analysis, we gathered rich insights from a diverse sample of individuals representing various sectors of the economy. By immersing ourselves in the lived experiences and perceptions of taxpayers, tax advisors, and legal experts, we uncovered nuanced perspectives on tax evasion practices and attitudes toward ATL membership. Our findings highlight the multifaceted nature of tax evasion in Pakistan, shedding light on both the motivations driving non-compliance and the barriers to ATL enrollment. From perceived inefficiencies in the tax system to cultural norms and trust deficits in governmental institutions, our research identifies a myriad of factors contributing to tax evasion behavior and reluctance to join ATL. Furthermore, our study offers valuable implications for policymakers, tax authorities, and business stakeholders seeking to enhance tax compliance and foster a culture of transparency and accountability in Pakistan's taxation landscape. By addressing the underlying drivers of tax evasion and promoting the benefits of ATL membership, policymakers can design more effective strategies to broaden the tax base and promote sustainable economic development. In conclusion, our research paper represents a comprehensive endeavor to deepen our understanding of tax compliance dynamics in Pakistan and elucidate the complexities surrounding ATL enrollment. By unraveling the intricacies of tax evasion behaviors and attitudes, we hope to contribute to informed policymaking and foster a culture of tax compliance and integrity in Pakistan's business and taxation environment.

Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan

Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan

Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan

vineshkumarsajnani12

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Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan

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