This document contains notes from a LAST Conference information night. It discusses the goals for the upcoming LAST Conference, which will be held on July 19-20 at Swinburne University. The organizers are looking for a diverse program that provides learning and community for attendees. They seek session submissions on a variety of topics that develop skills and deliver value. Diversity in the program and participant engagement will be important for a successful conference.
3. LAST Conference Information night
What we are looking for: Form and content
Attributes of a good session.
What are we here to do with LAST?
Diversity in the program
Your goals?
11. Make your
own
manifesto
Context,
structure and
context
Intro to
Systems
Thinking
Theory of
Contraints
Patterns and
anti-patterns
for Cross
functional
teams
How does
creativity
work?
Dealing with
legacy code
Intro to Safe
CIO
discussion
Founder
story
Feedback
systems for
Product
managers
Larman's
Laws of
Organization
al Behavior
Retrospective
jam
Buy a feature
The
economic
evidence for
coaching
Myths of
scrum
What is
Sociocracy
The
Vanguard
method
Compare and
contrast Lean
and Agile
Recruiting
and retaining
‘agile people’
Design
thinking and
why it makes
a difference
Defining
Devops
Tribes and
guilds,
strengths and
weaknesses
Heads of
Product
Cororate
innovation
story
Sustainable
products
Demystifying
change
management
Hacker
challenge
Get Kanban
Coaching as
a
management
practice
Kanban: An
improvement
framework
What is
Holocracy
Deming's 14
Principles
Manage for
flow
The problems
with job titles
Innovate:
Can we build
a second
product?
Emergent
leadership
Intro to Less
Architects
round table
Founder
story
A capability
model for a
product
owner
Mgt
3
Visualizing
work
Playing lean
How to
evaluate the
performance
of a coach
Exploring XP
What do we
learn from
Reinventing
Organization
s
Complexity
and Cynefin
Manage WIP
self
organisation
Software
engineering
practices
Site reliability
Intro to
Nexus
What do
Tech leads
do?
Corproate
sponsor story
Managing
trande-offs
Agile and
ADKAR
Lean coffee
Project Mgt in
disguise
Coaching as
an emerging
profession
Putting a
diversity lens
on agile
practices
How can we
use Heart of
Agile
Model your
system
Kanban deep
dive
Don’t forget
Security
Building
innovation
capability into
your system
Growing the
next
generation of
technical
leaders
Evaluating of
scaled
models
CTO panel
Angel
investor
Job titles;
PO, PM and
more
Lean change
Lightning
talks
Mission and
purpose
Patterns for
coaching
Revisiting
Agile Fluency
The role of
leadership
Model and
design
Feedback
loops
Scrum-ban
Leading
technical
teams
Organise a
hackathon
Microservices
rediscovered
A meta model
or principle
approach to
for dealing
with scale
Deep dive
into the
discipline of
design
VC investor
Agile versus
Product
Management
Cross team
retrospective
s
What is
Devops
today?
Lean Debate
Compare and
contrast
Scrum-
master and
coach
If I were in charge of content…
12. Make your
own
manifesto
Context,
structure and
context
Intro to
Systems
Thinking
Theory of
Contraints
Patterns and
anti-patterns
for Cross
functional
teams
How does
creativity
work?
Dealing with
legacy code
Intro to Safe
CIO
discussion
Founder
story
Feedback
systems for
Product
managers
Larman's
Laws of
Organization
al Behavior
Retrospective
jam
Buy a feature
The
economic
evidence for
coaching
Myths of
scrum
What is
Sociocracy
The
Vanguard
method
Compare and
contrast Lean
and Agile
Recruiting
and retaining
‘agile people’
Design
thinking and
why it makes
a difference
Defining
Devops
Tribes and
guilds,
strengths and
weaknesses
Heads of
Product
Cororate
innovation
story
Sustainable
products
Demystifying
change
management
Hacker
challenge
Get Kanban
Coaching as
a
management
practice
Kanban: An
improvement
framework
What is
Holocracy
Deming's 14
Principles
Manage for
flow
The problems
with job titles
Innovate:
Can we build
a second
product?
Emergent
leadership
Intro to Less
Architects
round table
Founder
story
A capability
model for a
product
owner
Mgt
3
Visualizing
work
Playing lean
How to
evaluate the
performance
of a coach
Exploring XP
What do we
learn from
Reinventing
Organization
s
Complexity
and Cynefin
Manage WIP
self
organisation
Software
engineering
practices
Site reliability
Intro to
Nexus
What do
Tech leads
do?
Corproate
sponsor story
Managing
trande-offs
Agile and
ADKAR
Lean coffee
Project Mgt in
disguise
Coaching as
an emerging
profession
Putting a
diversity lens
on agile
practices
How can we
use Heart of
Agile
Model your
system
Kanban deep
dive
Don’t forget
Security
Building
innovation
capability into
your system
Growing the
next
generation of
technical
leaders
Evaluating of
scaled
models
CTO panel
Angel
investor
Job titles;
PO, PM and
more
Lean change
Lightning
talks
Mission and
purpose
Patterns for
coaching
Revisiting
Agile Fluency
The role of
leadership
Model and
design
Feedback
loops
Scrum-ban
Leading
technical
teams
Organise a
hackathon
Microservices
rediscovered
A meta model
or principle
approach to
for dealing
with scale
Deep dive
into the
discipline of
design
VC investor
Agile versus
Product
Management
Cross team
retrospective
s
What is
Devops
today?
Lean Debate
Compare and
contrast
Scrum-
master and
coach
Activity!
13. What is my motivation?
Why do I think this topic is
important?
Who is my audience and how can
I help them?
What is the main lesson or
knowledge I hope to share?
What is the best medium to
deliver this information?
Consider this
14. Workshop Discussion Presentation Game Case study Activity Workshop
Discussion Presentation Game Case study Activity Workshop Discussion
Presentation Game Case study Activity Workshop Discussion Presentation
Game Case study Activity Workshop Discussion Presentation Game
Case study Activity Workshop Discussion Presentation Game Case study
Activity Workshop Presentation Presentation Game Case study Activity
If I were in charge of content…
18. Presentation
Case Study
Discussion
Games
Activity/Simulation
Workshop/Exploration
What makes a good case study?
• Get people involved.
• Get them thinking
• Get them anticipating and participating
• Introduce the
people
• The situation
• The conflicts
Set up the story
• Forms groups
• Apply theory
• Suggest solutions
Have the room
solve the puzzle • The real world
resolution
• The relevant
theory
Hear what really
happened
• Share key lessons
• Implications for
people in the
room
General
discussion/debrief
19. Presentation
Case Study
Discussion
Games
Activity/Simulation
Workshop/Exploration
In groups of four or five
Pick one person to run this;
Leader
• Going back to your idea
• Who were the people and what were their motivations?
• What was the situation and conflict
Team
• What theory was relevant
• What should be done?
Leader
• What happened?
All
• How was the excercise?
What makes a good case study?
25. Presentation
Case Study
Discussion
Games
Activity/Simulation
Workshop/Exploration
If you want to run a discussion:
• Start with something you are genuinely
curious about
• Facilitate well, but don’t drive
• Ensure a wide range of contributions; don’t
let it be dominated by a few
• Have a structure; lean coffee, round tables,
interviews, retrospectives, eg Insight on SBS
• Guide the conversation when necessary
• Watch the time; get to an end.
26. Presentation
Case Study
Discussion
Games
Activity/Simulation
Workshop/Exploration
“I think we’re all impressed by how
stupid humans are,” remarked James
Gee, a professor of literacy studies at Arizona
State University, who holds degrees in
philosophy and linguistics from Stanford.
“It reaches almost epic proportions.
We’re stupid in dozens and dozens
of ways.
“But human minds are plug-and-play devices;
they’re not meant to be used alone. They’re
meant to be used in networks.” Games allow us
to do that – they allow us to use what Gee calls
“collective intelligence.” Collectively, we’re not
so stupid.
27. Presentation
Case Study
Discussion
Games
Activity/Simulation
Workshop/Exploration
Games help us learn because
• They use our bodies, not just our
ears.
• We have to think to participate
• We have to look to see others are
doing and how we are performing
• We have to interact and negotiate
with other participants, making the
learning a social sport.
• Games can do a good job of
simulating work experiences.
• Games provide open learning – you
can reflect and see many lessons
from participating in a game.
https://elearningindustry.com/5-reasons-you-need-to-be-using-games-for-corporate-training
33. Did the session deliver on the promise in the
description?
Did the session align to the conference theme [Level
Up]
Did you finish in time?
Was your session structured well and get to a clear
outcome?
Did you engage the audience in some tangible way?
Was your personal insight and perspective loud and
clear?
Did your topic provide relevant and immediate value
to the participants?
35. What are your ideas?
Diversity in the program
We want diverse perspectives.
Encourage others.
We will seek out diversity.
We want your submissions to be
diverse.
We can use Slack to resolve
tensions and call for help.
36. What are your ideas?
Diversity in the program
What will you do?