
Penelope Barr
Founder & CEO
BeautifulAgile
location_on Australia
Member since 3 years
Penelope Barr
Specialises In
Penelope is a globally-recognised, award-winning innovator, intrapreneur and technologist. Her work has been recognised with Innovation and Technology awards in 5 countries. Penelope has an exciting track record in helping organisations solve complex problems to meet 21st century challenges. 20+ years in global digital and technology roles, building products, leading teams and managing large transformational change programs means Penelope brings a wealth of experience to the conversation. Penelope’s career began in marketing (she has formal marketing qualifications) which have supported her digital, strategy, communications and product development career; largely in technology domains. Penelope coaches individuals, teams and organisations in lean start-up across the breadth of start-ups, not-for-profits and corporates. She’s known for strong facilitation and training skills and engages with energy and enthusiasm. Penelope has great fun creating and transforming ideas into great businesses and working with teams to help connect people with purpose to find fulfilment everyday.
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Agile, Scrum and other agile weapons to dishearten teams
Peter LamPrincipalClaritas ConsultingPenelope BarrFounder & CEOBeautifulAgileschedule 1 year ago
Sold Out!45 Mins
Case Study
Intermediate
Come along and get involved in an interactive discussion about agile approaches, values and techniques and how they they can be MISUSED to dishearten teams. Hear warstories and how we earned certain scars as we took on the challenge to support teams and flip the pattern.
Background:
Many organisations are adopting and scaling agile / new ways of working. The sheer number of these changes happening at the same time, means that there aren't quite enough people with experience supporting and leading the journeys. This can mean there's a great opportunity for learning but the challenge of learning and then quickly translating theoretical information into on-the-ground knowledge to teach others, will result in obvious gaps. This creates three key problems- Practices and approaches being implemented with the best of intent, but missing the important (hard bits) leading to disheartening teams
- Misunderstanding of the time any change takes to implement and that the pace is set by people's capacity to learn and adapt
- Extended time being taken to best assist teams because they set out to resolve the 'wrong' problem, using sub-optimal practices and approaches
Come and join in the interactive discussion and presentation which will help set you up for success by
- Identifying key antipatterns
- Proven counter to untangle the pattern
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The Good, Bad & Ugly: what we've learned in 10 years of scaling agile -- a panel discussion
Ed O'ShaughnessyAgile CoachANZ BankPenelope BarrFounder & CEOBeautifulAgileschedule 1 year ago
Sold Out!45 Mins
Panel
Intermediate
Agile is now all grown up and is pretty much the de facto way of working for most teams, but it's proven to be a challenge for adoption at scale. Over the last ten years or so there has been a lot of trial and error figuring out how to break through the cultural barriers, political resistance and technical hurdles that large organisations present. This panel of luminaries (!) brings a wealth of experience helping many different types of organisations transform themselves to be fit for purpose in the 21st century. Come along to hear their stories, some good, some bad and probably a few ugly ones!
PLEASE NOTE: this session will be recorded live by The Weekly Reboot podcast and made available for public consumption. Your attendance will be taken as acceptance to being recorded and publicly broadcast.
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Getting to MV(r)P - Getting to the Minimum Validated RIGHT Problem (or making sure you're solving the right thing)
90 Mins
Workshop
Intermediate
Many people have embraced the concept of MVP (minimum valuable product or minimum viable product) ie delivering the smallest increment of customer value. However, once developed, these MVPs are also criticised for not being viable, for a range of reasons.I prefer to focus on delivering the 'right' MVrP – Minimum Validated (right) Problem ie a tested solution or experiment outcome aligned to a customer problem.In this session, we’ll explore the power of using an end-to-end model of:- design-thinking to understand customer problems- lean experimentation to validate these problems to arrive at the right MVP- that's delivered using agile techniques as an MVP- and embedded via lean change methodologiesTogether we'll explore a range of tools and techniques to achieve this practice:- Outcomes Overview of an end-to-end model for managing problem:solution:delivery:change- The Lean sprint- How to design an experiment- Creating the Validation plan- An experiments wall- Developing a one-page experiment report -
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From Dogma to Pragma - helping 500 squads on the road to agile maturity
45 Mins
Talk
Intermediate
What a joy to be in a key leadership position in one of the largest-ever corporate experiments - the transition to new ways of working. I'm accountable for establishing and operating the Centre of Expertise, New Ways of Delivering - how we uplift culture, delivery & technical capability. We're doing this through consulting, coaching, educating, facilitating & mentoring.
The scope - 5000 people, 500 squads, 6 regions.
The process - Think systemically, optimise locally.
The result - it's a process...
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Putting the 'Lean' into Lean portfolio management -Transforming the way we think and manage work at scale
45 Mins
Case Study
Advanced
Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes. Outputs versus desired outcomes should guide decision-making around planning approach.
The desired outcomes are the place to start - the basis of decision-making is a bias to value.
Components of Lean Portfolio Management such as value streams, Quarterly Investment Review (QIR) & Quarterly Business Review (QBR) can be used with more standardised portfolio planning processes.
This talk will discuss experiences in continuously reviewing progress in transforming portfolios of work to enable Organisational Agility via continuous planning.
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Putting the 'Lean' into Lean portfolio -Transforming the way we think and manage work at scale
Peter LamPrincipalClaritas ConsultingPenelope BarrFounder & CEOBeautifulAgileschedule 2 years ago
Sold Out!30 Mins
Interactive
Advanced
Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.
The desired outcomes are the place to start - the basis of decision-making is a bias to value.
Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.
This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility
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Putting the 'Lean' into Lean portfolio -Transforming the way we think and manage work at scale
Peter LamPrincipalClaritas ConsultingPenelope BarrFounder & CEOBeautifulAgileschedule 2 years ago
Sold Out!30 Mins
Interactive
Advanced
Creating an allocation approach is difficult in environments of increasing uncertainty and growing scale. In an organisational context, there's a tendency to default to SAFE's Lean Portfolio Management as a 'lean' response. Having managed Investment Planning in a corporate context for several years, there's an opportunity to integrate lighter, less formalised methods to categorise, prioritise & manage portfolio worktypes.
The desired outcomes are the place to start - the basis of decision-making is a bias to value.
Components of Lean Portfolio Management such as value streams & Quarterly Investment Review (QIR) can be used with more standardised portfolio planning processes.
This talk will review some of the key things to know and do to help transform your portfolio of work to enable Organisational Agility
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Experimenting with GOLEAN technique at ANZ
45 Mins
Talk
Intermediate
I'm currently working in at ANZ, having been employed to introduce agile and lean thinking into the Technology organisation. Some of the work I'm doing is unique. Among other techniques, I'm using Ash Maurya's GOLEAN model with Kanban, to identify and solve longstanding frontline business problems and experimenting before committing significant time and financial investment into potential solutions.This approach is challenging the status quo. This session will describe using the approach in this environment and some of the challenges experienced to date.
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No more submissions exist.