Latest (12)
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Chandan
Chandan
Cultural Transformation : Transitioning from Date Driven to Value driven culture
Chandan
Chandan

Acquisition of an agile mindset first requires awareness of the cognitive patterns of the old ways of thinking, such as the common belief that big up-front requirements are the correct way to approach delivering product. Agile approach starts with mindset change which is really hard to do. Most organizations, moving to an agile culture is a significant change management activity. Changing a culture is hard. People underestimate the difficulties of a culture change within their organization. Most of the managers expect quick solution and expect some miracle will happen to transform a team or an organization.

Trust and ownership play very vital role. Today’s incredibly fast-paced and competitive markets, how do we deliver products and services that delight? By unleashing the talent of every person in the organization and focusing them on shared ideas that generate meaningful business value and by trusting them. Increase ownership is also one of the key. Why do I want to do certain tasks? What are the motivation? Self-actualization

 

Duration: 45 mins
Type:  Case Study
Level: Advanced
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4 hours ago by Chandan

Vinay Ghule
Vinay Ghule
'Scaling Leadership' for 'Scaling Agile' at Enterprise Level
Vinay Ghule
Vinay Ghule

Agile-Scrum and XP Practices are mostly confined at project and team level. The focus of the principles and practices get centred around delivery of the product. Many times, the process aspects and mechanics take precedence over Agile-Scrum principles of Self Organizing Teams, Servant Leadership etc.  

Delivery of IT projects in any organization is part of operational plans aligned with Strategy. Leadership (I prefer this term over Management) is responsible for building strategy as well as execution of it. Unless the Leadership has belief and understanding of Agile values, the principles and practices at team level will not scale and hence fail to unleash the full potential of Agile.

Scaled Agile Framework (SAFe) puts “Leadership” at the foundation of Scaling Agile at Enterprise level.    

Duration: 45 mins
Type:  Talk
Level: Intermediate
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5 hours ago by Vinay Ghule

Aswin Kumar
Aswin Kumar
Role of Enterprise Architecture in DevOps implementations
Aswin Kumar
Aswin Kumar

In DevOps methodology, everyone in the software delivery value chain has responsibility to make sure the finished software product is useful for the next phase. There is a huge change in the way Enterprise architecture teams supports the Devops way of software delivery. The Architecture teams are responsible to innovate in the following key disciplines:


•       Development Management Governance
•       System Development Lifecycle policies and processes
•       System Development lifecycle platform/tools

The architecture teams need to bring development, testing and Operations teams under single governance process. Further, the software development policies and processes need to adapt to Agile methodologies and ensure sufficient controls while software is delivered at a very fast pace. There is an immediate need for Architects to evaluate various tools and technologies 
that help automate the IT development value chain. Some of the typical tools here help in Continuous Build, Testing and Deployment. These tools are critical for risk management and ensuring audit trails are available through structured workflows for the entire development phases. This presentation will discuss the innovation practices that Architecture teams can deliver to maximize returns from the new way of continuous software delivery. 
Organizations using continuous delivery practices are able to reduce defects during development upto 50% raising application quality significantly.

Duration: 45 mins
Type:  Talk
Level: Advanced
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5 hours ago by Aswin Kumar

Sachin Natu
Sachin Natu
Inverting Test Pyramid - A First Hand Experience Report
Sachin Natu
Sachin Natu

Test automation is extremely crucial in adoption of an agile delivery. However, it can take one for a ride, if the approach is not correct. In this sensational, heart throbbing, experience report, we'll share our story of how we turned around an inefficient, expensive automation style to lean, efficient style. In addition to sharing a real-world example, we'll also share some of the key challenges we faced and how we solved them. If you are convinced about the Testing Pyramid, but are struggling to invert it, then this session is for you.

Duration: 45 mins
Level: Intermediate
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7 hours ago by Sachin Natu

Hemant Gokhale
Hemant Gokhale
Scaling Agile at Organization level : Lean and Agile Love story
Hemant Gokhale
Hemant Gokhale

 

Typical Agile journey of big organizations starts with experimenting with Agile with some initial agile readiness assessment and piloting with one or very small number and simple projects. And based on pilot project experience slowly taking it to other larger projects or across organization over a period of time. This initial pilot projects are typically small enough and get more than enough and ideal support as part of experimentation. E.g. dedicated team, different environment availability etc. But when organization starts scaling Agile all issues related to organization structure, portfolio management, Infrastructure availability etc. become major impediments since all these other areas or processes or not aligned to Agile way of thinking. Due to this many organizations limit their scope of agile adoption to simple projects with not much dependencies. In such cases organization really miss the benefit of true agile adoption by taking it to strategic level.

 

One way of avoiding this problem is assessing the not just the software projects delivery for agile readiness but also look at all supporting processes/departments like Infrastructure, release management, Portfolio management, vendor management etc. during initial assessment for their agile readiness. We have used unique approach of combining Agile & Lean together for assessing entire Software Development lifecycle. Agile readiness was used for project execution lifecycle and Lean assessment for all supporting processes including portfolio management. This combined assessment clearly helped identifying not just the project specific risks for agile adoption at project level but more significantly also all other potential risks for scaling Agile. This combined approach then helped to define clear actionable items at project level and also at the organization level and provide roadmap which can help organization to implement agile at strategic level.

 

In this presentation we will discuss this combined approach and how we can help organization to scaling agile right from beginning and significantly increasing chances of organization wide Agile adoption in short time.

Duration: 20 mins
Type:  Talk
Level: Intermediate
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8 hours ago by Hemant Gokhale

Yilmaz Guleryuz
Yilmaz Guleryuz
Fibonacci Pairing: Learning through Collaboration
Yilmaz Guleryuz
Yilmaz Guleryuz

According to many researches, we learn the best when we experience it personally, and we comprehend when we teach to someone else.

So if you want to achieve ample understanding of a topic, you’ll need to follow these basic steps:

"Listen -> Observe -> Do -> Share"

 

Pair-programming is a well-known practice, and it has been introduced by one of the thought leaders of Agile world, Kent Beck. I respect any technique that encourages collaboration and interaction among teams, and gets teams to communicate better.

However, if you want to establish understanding of mastery or a skill-set, and increase the shared knowledge across your team members, then you need to re-think & apply new techniques.

In this talk, I’ll share about What-Why-How of "Fibonacci Pairing" technique, which is yet another discovery from practice.

The main goal of that technique is to establish understanding and improve collaboration, without overcrowding by artificial ways like lecturing.

Fibonacci Pairing is simple yet very effective technique that can improve team work. This technique should be regarded as a complementary way to improve team culture effectively.

We will elaborate with practical examples, real life experiences, and applicable ways onto different contexts.

Duration: 45 mins
Type:  Talk
Level: Intermediate
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9 hours ago by Yilmaz Guleryuz

Frans Overbeek
Frans Overbeek
Spotless Clean Frontend Development with BDD, DSL and Storyboards
Frans Overbeek
Frans Overbeek

After 3 years of improving our frontend development process we ended up with mixing BDD, DSL and Storyboards for developing spotless clean frontend code. Each approach is already powerful on his own but combining these will make them unbeatable. The characteristics are collaborate, communicate and visualize, BDD is the collaborating process between disciplines, DSL for enabling the communication and Storyboards for visualization.

Let me show you how this works by live coding a frontend application using this mixture of approaches. The process is supported by a homemade tool based on CasperJS and PhantomCSS. And all scripts are written in JavaScript. At the end of the session we can discuss if the created code is spotless clean.

Duration: 45 mins
Level: Beginner
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14 hours ago by Frans Overbeek

Maris  Prabhakaran
Maris Prabhakaran
Strategic Scaling Agile
Maris  Prabhakaran
Maris Prabhakaran

 

Agile Transformation in Enterprise is a strategy . How to create  a strategy for your enterprise and make it successful. Jump in and go with a strategy for your organisation.

4 steps to make the scaling strategy successful . 

1)Scalling Intent2)Scaling Agile Formulation (SPOT, Environmental,Planning) 3)implementation 4) Evaluation

 

Overview of session

Introduction of Scaled Agile

Impediments(myths and pitfalls) for scaling agile

Strategy  for Scaling Agile 

Superheroes strategy for scaling agile

Workshop- Game 

find out your context and map the strategy for your context

Q& A

 

 

 

Duration: 45 mins
Type:  Workshop
Level: Intermediate
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1 day ago by Maris Prabhakaran

Unnat Gupta
Unnat Gupta
Calculating RoI on Agile Enablement
Unnat Gupta
Unnat Gupta

"We want to be Agile!!...

Why?

Because its cool, and its becoming a norm, it will help us to cope with changing requirements, help us deliver faster etc etc."

Isn't this a common sentiment in organizations struggling with the ever changing user/customer taste?

 

With Agile going main-stream with most organizations looking to have at least a few business critical projects run in an Agile way, the question of ROI comes up. Shifting from a traditional way of building software to an Agile way, requires change and as any good business leader would know; change is not free. Business leaders would like to understand and justify the return on Investment to make this shift. In our talk, we will be talking about how to look at the Agile process holistically and how this process affects budgeting and how early value realization can help offset the cost of change. We will also discuss stories of other in house IT shops and product houses who have made this shift and the journey they have undertaken

From our experience of working with such organizations, we have found that for these process-focused Agile adopters, much of their measurements include:

 

- how long is our stand-up?

- how long is our build?

- how many stories do we have?

- how many points can we fit into a sprint? etc.

 

From their perspective, they already have plenty of metrics. Often it's also the case that they're getting benefit, just because common sense does kick in behind the scenes, and because they're delivering more frequently as a result in the reduction of documentation, so they don't always run out of money either. That leads to bad habits, possibly, rewarding wrong practices. In this talk we want to discuss metrics we have used on the projects and have found useful. Metrics like: Cycle Time, Time to market (also called Lead Time), Collaboration, Quality (in terms of code complexity , code coverage, test pyramid) and bus factor. One thing to note is that any of these metrics alone would not provide holistic way of measuring benefit, and hence a combination of them is required.

 

Duration: 45 mins
Type:  Talk
Level: Advanced
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1 day ago by Unnat Gupta

Unnat Gupta
Unnat Gupta
Know Your MVP!!
Unnat Gupta
Unnat Gupta

MVP is defined as : "that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort."It doesn't say a thing about the product being valuable to the customers or market segment.

MVP is minimum viable product *NOT*  minimally marketable feature set / first release!  MVPs are the experiments we learned from on the way to our first release of the software.

To us the core of the difference between "Minimally Viable Product" and "Minimally Marketable Product" is in the purpose.  An MVP's purpose is to learn, an MMP's purpose is to serve.  Understand the problem vs address the problem.

 

Duration: 45 mins
Type:  Talk
Level: Intermediate
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1 day ago by Unnat Gupta

Ashish Parkhi
Ashish Parkhi
Techniques to Speed Up your Build Pipeline for Faster Feedback.
Ashish Parkhi
Ashish Parkhi

I would like to share my experience and journey on how we brought down our Jenkins build pipeline time down from over 90 minutes to under 12 minutes. In the process, I would share specific techniques which helped and also some, which logically made sense, but actually did not help. If your team is trying to optimize their build times, then this session might give you some ideas on how to approach the problem.

Duration: 45 mins
Level: Intermediate
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1 day ago by Ashish Parkhi

Anirudh Bhatnagar
Anirudh Bhatnagar
Continuous delivery in enterprise - devOps and other challenges
Anirudh Bhatnagar
Anirudh Bhatnagar

In this presentation we will discuss :

1.) What does continuos delivery mean in and enterprise organisation.

2.) Why do you need it? -Business value, Long term versus short term vision.

3.) Few scenrios explaining, what are the impediments that are faced while implementing continuous delivery.

     - Agile Mindset

    - Control and cultural differences.

    - Resistance to change

    - Silos, difference between departments, concept of devOps.

 This section will involve cases studies and real problems faced in the projects implementing Continuous Delivery.                 

4.)We will see how enterprise customers are different than the cool startups and small companies. Sometimes the whole problem statement which build the basis of implementation in one organisation is discarded completely in the other company. All these real project scnerios will be addressed.

Duration: 45 mins
Type:  Talk
Level: Beginner
2 weeks ago by Anirudh Bhatnagar

Vinod Sankaranarayanan
Vinod Sankaranarayanan
Ownership Transfer
Vinod Sankaranarayanan
Vinod Sankaranarayanan

Getting a different team to take over an application brings in challenges from multiple perspectives. There will be differences around processes, engineering as well as culture. Larger transfers would also involve changes to infrastructure. For long, the industry has done a disservice to this field by calling it Knowledge Transfer. Knowledge Transfer, is but a subset of the scope of activities involved in this exercise. We propose to rename this as Ownership Transfer.
In specific - we put this process into practice with one of our customers. After more than 5 years of supporting the platform, ThoughtWorks worked with The customer teams to transfer knowledge and context back to the customer. A few highlights on the application.
• More than 80% of all online ticket sales are done through this application
• More than 400,000 visits a day
• Close to 5 billion USD of ticket sales
• More than 70 VMs supporting the production application
• Upwards of 300 VMs supporting other development and testing environments
A few highlights on the program,
• More than 150 IT members involved in the program
• A ramp-down was part of the process to get the final numbers to about 60
• The transfer had to occur from Bangalore back to London
• Infrastructure had to re-optimised from Bangalore over to London
• Two organisations were involved viz. ThoughtWorks and the customer
Since both Bangalore and London were following agile practices, the teams decided to utilise core agile concepts to effect the transfer. This became all the more important as business required critical features to be delivered on a continuous basis. 
Before we started off on this exercise, we created a methodology to effect the transfer. This methodology is fairly context agnostic and should support a healthy, sustainable and mature way to transfer ownership. The transition itself was about a year long and involved multiple aspects around agile such as remote pairing, program MVP and above all, continuous delivery and non-disruption to business through the process.
The session will introduce a framework that can be applied to most Ownership Transfer situations. In particular, this will be of interest to groups who are looking to transfer ownership from one team to another. These could be from a development team to a support team, or from one vendor to another as well. This will also provide insights on transferring ownership across distributed teams.  

Duration: 90 mins
Type:  Talk
Level: Intermediate
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1 month ago by Vinod Sankaranarayanan

Om Prakash Bang
Om Prakash Bang
Writing Excellent Requirements in agile way
Om Prakash Bang
Om Prakash Bang

Traditionally Project Manager was playing a role of Business Analyst in a small and medium organizations.  Leading organization have come to understand that Business Analyst as a separate role is critical for success of a project.  As organizations are undergoing agile transformation and adoption, role of business analyst need to be redefined. What are the different options for Business Analyst in scrum; Partner with Product Owner?  Transition to Product Owner?  Part of Agile Team? What are the characteristics of agile BA? The core activities, skills remain same, but the way they perform differs.

This presentation is to give walkthrough on

  • Role of Business Analyst in agile
  • Progressive elaboration of Product Backlog Items / Feature / User Stories
  • Requirement communication in agile
  • Quality of Product Backlog Items / Features / User Stories
  • Factors in writing excellent requirements 

Why product backlog refinement is important for the success of agile project? How it improves productivity of team?  What should be the writing style and how much level of details is good enough. The session also includes 30 - 45 Minutes of workshop on requirement elicitation.

Duration: 90 mins
Type:  Workshop
Level: Intermediate
3 days ago by Om Prakash Bang

Zaheerabbas Contractor
Zaheerabbas Contractor
Enterprise Agile Adoption: An Organizational Change Management Journey.
Zaheerabbas Contractor
Zaheerabbas Contractor

We represent the Agile Center of Excellence at our Organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

We plan to share our experience on the Organization Change Management initiative that we took up to drive Agility across the organization.  Our journey towards the derived vision and strategy to increase Agility in the system to thereby achieve:

  • Nimble simplified processes.
  • Ability to respond faster to change.
  • And most critical: delivering increased customer value.

This is a continuous improvement journey and we initiated:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
    • Bringing in change of G&O to align with Agile delivery
    • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Brining in systemic changes to ease Agile adoption
Duration: 45 mins
Level: Advanced

sarabjit singh bakshi
sarabjit singh bakshi
Art of Processing People in batches - Lets Re-factor our Schools
sarabjit singh bakshi
sarabjit singh bakshi

My talk will be highlighted on the currrent Education System and how Agile and Lean Mechanisms can help us refcator our education System . As we all proceed in this digital world its important to understand what extra can we do to make our children education more informative and creative . Using Agile and Lean from Gurukuls to Modern school- what do we think -Is the current education system is helping our students . Would like to give an insight on where are we going how we can improve it and how we all can contribute to make it better. We can talk on using Agile as Change Agent towards transforming the way our children precieve learning. 

Duration: 45 mins
Type:  Talk
Level: Intermediate
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5 days ago by sarabjit singh bakshi

Nilotpal Das
Nilotpal Das
Head First Agile and Organizational Transformation
Nilotpal Das
Nilotpal Das

This is a collection of real time case studies of failed projects. It is an autopsy of these failed projects studying why these projects failed and how application of agie principles could have saved them.

It is also a study into the organizational culture, behavioral attributes and the people issues and how agile addresses them.

And finally it is a study of why doing a few projects with agile is not sufficient. How complete organizational transformation into agile practices is necessary for long term success for projects, processes and people.

Duration: 45 mins
Level: Intermediate
1 month ago by Nilotpal Das

anju gahlawat
anju gahlawat
Postmortem v/s Premortem
anju gahlawat
anju gahlawat

My talk will revolve around the retrospectives and the concept of Futurospective. We do retrospective to inspect what went wrong and what went good to continue. We do retro after the sprint is over. Can't we do a FUTUROSPECTIVE during the sprint to figure out what all can went wrong, so as we can lay down a list of activities which we feel can go wrong and we can take preventive measure in advance so as to avoid them. Prevention is always better than cure.

My talk will have :

>> Retrospectives and its effectiveness

>> Futurospectives

>> A Small game

 

Duration: 45 mins
Type:  Talk
Level: Intermediate
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1 week ago by anju gahlawat

Lalita Chandel
Lalita Chandel
Embracing Agility
Lalita Chandel
Lalita Chandel

Embracing Agility 

Scaling Scrum

Scrum in gflobal distributed environment

Priority maangement

Understanding the business stakeholders.

Duration: 20 mins
Type:  Talk
Level: Beginner
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2 weeks ago by Lalita Chandel

Geeta
Geeta
Thinking About Agile & Design Thinking?
Geeta
Geeta

Have you thought about design thinking?

While design thinking is good for ideation, scrum is good for grooming and execution. Agile development and design thinking require a high degree of collaboration and are mutually compatible with each other.

Goal Identifcation, ideation, iteration and solution development planning are the four key pillars whereas Iterations nurture fast, time-boxed learning, helps us comprehend failures and quick wins early on. 

Collecting feedback, inspecting and adapting is the mantra. Through my talk, I intend to raise awareness and shift the audiences focus to design thinking. Scrum and design thinking require a similar mindset. Working with this mindset guarantees on-time delivery and beautiful results. 

 

Duration: 45 mins
Type:  Talk
Level: Intermediate
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3 weeks ago by Geeta