Complex Projects aren't plannable but controllable - Learnings from Beyond Budgeting
Science has finally approved it: Forecasting complex projects is a deception. Moreover, forecasts hinder innovations. Daniel Kahneman, Nobel Prize Winner in Economic Sciences and psychologist verified in many cases, that forecasting of complex projects is impossible. Yet still, we keep losing time trying to do exactly that. Beyond Budgeting came empirically to the same findings and offers a concept for controlling corporations without budgets. Additionally Beyond Budgeting provides advice
for controlling even long-term complex projects. Agile methodologies generally recommend developing a long-term plan on a coarse-grained level only and coming up with detailed short-term plans iteratively. In this talk I want to provide insights in the latest scientific research and show as well how Beyond Budgeting and Agile principles can be combined so that even complex projects remain controllable. 
Learning objectives:
- Understand why forecasting complex projects is impossible
- Become acquainted with the core ideas of Beyond Budgeting
- Understand how Beyond Budgeting can be applied on Agile projects

Understanding and Changing Complex Systems with Human Systems Dynamics
Both our work life as well as our private life is based on interpersonal collaboration and communication. The dynamics that are created based on these interactions are often perceived as being complex. Understanding what's happening at a specific moment and what can be changed in order to alter the dynamics requires to comprehend what marks these dynamics: - Containers, which are holding the system, - Differences, which are indicating the diversity of the individuals, and - Exchanges, which happen between and within systems. Human System Dynamics (HSD) provides a model which enables an in-depths understanding for these dynamics plus simple tools which allow to experiment in order to make a difference in a complex system. In this talk, I will explain the fundamentals of HSD and offer some of the tools that can be used right away in many different situations.

Overcoming Cultural Differences by Focusing on Similarities
One of the challenges global teams are facing, is overcoming cultural  differences. Yet, these differences have their origin not only in geography and language, but also in strategies, politics, values and history. A company, no less than the broader society, shapes a culture that influences its employees behavior. A distributed team needs to leverage this and jointly develop a project culture and keep the project history alive for emphasizing the common culture. This session points out techniques that have helped to create a common culture in different global projects I have been working on.