location_city Bengaluru schedule Feb 27th 01:30 PM - Jan 1st 12:00 AM place Sigma

One of the quickest ways to achieve greater buy-in, clearer communication and higher levels of engagement with team members, stakeholders, sponsors and business units is to get "visual agility". Using cards, stories, post it notes, visual charts, maps, models, metaphors - and most of all, some hand crafted "drawn-in-the-moment" visuals learn some engaging ways to facilitate with visuals in an Agile world. 

Many people speak about 'making work visible' - showing progress, visualising solutions, scoping out possibilities - having visual agility gives you the skills to step into any role at a moment's notice and help bring clarity to the problem, quicker. This can apply to individual thinking and brainstorming, or group situations when you're presenting your idea or you're working with the group to create a solution. 

Lynne Cazaly is a communications specialist and master facilitator. Lynne provides clarity to project complexity through workshops, training and visual strategy. Lynne trains, facilitates, speaks and coaches on visual facilitation, visual thinking and other engaging tools for project people, to help boost buy-in, collaboration and engagement.

Lynne Cazaly is the author of the book 'Visual Mojo - how to capture thinking, convey information and collaborate using visuals'. 

http://www.lynnecazaly.com.au/visual-mojo-the-book-lynne-caz/

Included in this session is 30 icons to use straight away which Lynne calls 'Quick Pics'.

Lynne recently ran the session again in New Zealand at an Agile Wellington Meetup - read their comments here

 
 

Outline/Structure of the Workshop

Introduction

Who is the girl with the chisel tip marker

Building visual agility

Capture, Convey, Collaborate

Lines and Shapes

Symbols and Images

The Speed Sketch Game

Putting it into Practice

Learning Outcome

Session participants would get the information and insight to:

  • Generate creative ideas and processes, brainstorm and think creatively
  • Engage the most disengaged people and gain their input in meetings, workshops and conversations
  • Communicate business models, value models, key messages and information to stakeholders both internal and external to the business
  • Collaborate across diverse and amorphous teams in the business and client businesses - from marketing to finance, to IT and retail, to projects and sales

This is a practical session - bring your notepad and marker because we'll be sketching things you can apply to your work, communication and conversations immediately!

Target Audience

Iteration Managers, BAs, Developers, Agile Coaches, Team leads - have all found this workshop session powerful and helpful.

schedule Submitted 7 years ago

Public Feedback


    • Balaji.M
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      Balaji.M / Srinath Chandrasekharan - Visualization and Agile Practices to the Rescue of Traditional Project

      20 Mins
      Experience Report
      Intermediate

      We are from Large Indian IT Services organisation where most of the projects follow traditional/waterfall ways of working and the mindset of the senior management is also used to this way of working for all project types (Application Maintenance, Minor Enhancement, Bug Fixing and L3 Analysis space), while these methods have their own shortfalls and projects suffer because of the methodology, many leaders still believe that by following tradtional process their problems would be solved. Through this experience report, we would like to share how Visualisation and Agile Practices rescued the waterfall project from depleting Customer Confidence and Quality of Service Delivery.

      The Project team of 9 members distributed at onsite and offshore was involved in maintenance / enhancement type of work for a large Investment Bank with several new features being implemented as change requests. Team’s responsibility starts from Analysis to Deployment into Production for the work comes in ad-hoc manner. The issues and challenges by project teams were

      • Longer duration to complete the change requests and ensuring an on-time delivery
      • Low Customer Satisfaction and Quality of Deliverable.
      • Proactively manage application issues despite higher experience of team.
      • Low employee morale
      • Lack of senior management participation and constant fire fighting with the customer.

      Project team focused on 3 areas

      Business/Client IT team

      • Prioritize the change requests by highest business/end user value (Input Cadence)

      • ‘Drive’ the development efforts to incrementally deliver

      Teams

      • Focused on speed in delivering change request by eliminating waste

      • Focused on enhancing knowledge sharing by Collaboration using Visualisation Boards and daily stand up meeting

      • Focus to Deliver right at First Time

      Management

      • Focus on the value stream (cycle time)

      • ‘Drive’ Continuous Improvement (Kaizen)

      • Manage impediments , making blockers visible

      Within 3 months of time after team started adopting the Visualisation and Agile practices the teams and senior management could see the improvement in the areas of 

      1. Increase in Balance Score Card scores from 4 to 6.5 and many areas scored 7.0/7.0
      2. Productivity improvement by 25%

    • Tarang Baxi
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      Tarang Baxi / Chirag Doshi - A Practical Guide to Setting up Distributed Agile Projects

      45 Mins
      Talk
      Beginner

      A practical guide to setting up a new agile project team. Based on years of agile delivery and coaching experience for projects in a number of distributed and offshore models, for teams sized from 10 to 200 people, and spread across 4 continents, and 8+ locations. Some areas that will be touched on:

      • People - how to organize distributed teams, cultural factors to consider, ways to build trust, and how to avoid timezone burnout.
      • Process - how to communicate effectively, plan collaboratively, setup distributed practices (standups, retros, pairing, etc), effectively divide work on a common codebase, maintain visibility, and track progress.
      • Tools - (tips provided as a handout) which hardware and software tools should you absolutely invest in to help overcome communication,  visibility and collaboration challenges
    • 45 Mins
      Demonstration
      Intermediate

      Artists tend to function in ways that are intuitively Agile.  Working closely alongside arts leaders for nearly twenty years before becoming a Scrum Master, I have devised a set of practices that solopreneurs, freelancers or anyone working without Agile support in a larger company can practice to become more productive and contribute positively to organizational culture.  I have been putting this into practice for managing deliverables with my own clients as a consultant.  Each practice has two parts.  For example, Scrum of One Timeboxing includes Step One: Give Yourself a Deadline.  Step Two: Blackmail Yourself by Putting it in Print.  Another is Scrum of One Product Ownership Step One: Figure out who your patron is. Step Two: Show them your works-in-progress and ask for feedback.  A particularly powerful practice is Scrum of One Standups Step One: set up regular times to meet on a given project.  Step Two: keep to the schedule, and if you're the only one who shows up, document and report on the hurdles you're facing.  Scrum of One can help many more people adopt the Agile mindset that is a precursor to smooth collaboration on teams.  

    • Bernd Schiffer
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      Bernd Schiffer - Net Promoter System for Agile Companies

      45 Mins
      Talk
      Intermediate

      Customer collaboration is essential to every Agile business. To create and collaborate to keep a customer is the purpose of an organisation. But still lots of companies try to make bad profits, i.e. profits earned at the expense of customer relationships. The Net Promoter System (NPS) is a renowned open-source system which addresses and measures customer collaboration. And did you know that you not only can use it to get feedback on your products and services, but also on your employees and your personal performance?

      NPS is a perfect fit for Agile companies - and those who want to be. Most of the companies I worked with (Agile coaching, training, consulting) had not heard about it, and far less were actually using it. This really surprises me, since NPS integrates like a charm with Agile, e.g. within product development via Scrum.

      In this session I'll explain the basics of NPS, i.e. promoters and detractors, satisfied and delighted customers, bad profits (how to deal with bad feedback?) and good profits, and why and how to measure these. Several stories from companies like Apple Retail, Zappos, Southwest Airlines, and others will help to make my point. I’ll further show why NPS is a very good fit with Agile regarding products, employees, and personal performance. Dos and Don’ts regarding NPS (also from personal experience) will close this session. Related to the Don'ts, I also cover some of the negative critiques out there.

    • Victoria Schiffer
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      Victoria Schiffer - Agile Coaching? Sure thing! What about Life Coaching in Agile Thinking?

      Victoria Schiffer
      Victoria Schiffer
      Delivery Manager
      SEEK
      schedule 7 years ago
      Sold Out!
      45 Mins
      Talk
      Beginner

      I love being around awesome people, who build great products customers desire. 
      I love learning from and together with these amazing minds. 
      I love creating the right environment for teams to flourish. 
      I love change, and learning from new experiences. 
      I love working in Agile environments.

      How about you? 
      I bet there are some elements of this list why you're in Agile, too. And you can probably add even more elements to it.

      The Agile Manifesto states amongst others individuals and interactions, customer collaboration and responding to change.

      In our everyday life doing Agile we already respect these aspects in many ways. 
      But do we practice what we preach as best we can?

      I'd like to challenge your current way of thinking about people and processes. 
      I'd like to challenge you to focus on you, before you focus on others. 
      I'd like to challenge your current way of reflecting. 
      I'd like to inspire you to go different ways. 
      I'd like to inspire you to inspire others.

      In Agile we're already good in improving our processes and creating well performing teams and hence building the right things in the right way. And in the Agile Manifesto's communication and collaboration piece we can even get better.
      "You have not yet reached the limit of what you're capable of!" means we can always further improve. And we do follow this idea in our Agile processes, too, through continuous feedback (Retrospectives) and improvement.

      And why not take it even further? Why not go "Beyond Agile"?!

      Here's where aspects of Life Coaching come in handy: through also understanding and improving ourselves (how do we interact with people due to how we perceive our environment) we will even further improve communication and collaboration.

      Life Coaches believe our clients know the answer. And even if Agile Coaching is slightly different than Life Coaching, I see it as very relevant in Agile Coaching, too. If we apply this in Agile, instead of giving our clients (team, colleagues) the answers, asking them powerful questions to help them be more aware of what's happening at the moment, they will find their answer for it and will have a much better commitment to making the change for themselves, their teams and the company. It's not for us to TELL them what to do, but to ASK them what's going on for themselves. Here's where I see a huge chance for improvement.

      In my session I give lots of examples on how to link Life Coaching ideas to our Agile work environments. I've given the session at LAST Conference Melbourne and at the Agile Coaching Circles Meetup Melbourne. The audience was engaged and the attendees were very happy about having some new ideas on how to improve their daily work life.

      Come along to be inspired by Life Coaching and thus to benefit our Agile Thinking!

    • Raja Bavani
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      Raja Bavani - A Principle-Centered Approach to Distributed Agile (OR) Distributed Agile: Ten Guiding Principles

      Raja Bavani
      Raja Bavani
      Chief Architect
      Mindtree
      schedule 7 years ago
      Sold Out!
      20 Mins
      Experience Report
      Beginner

      The challenges in distributed agile can be seen under three broad categories viz., a) Communication and Coordination, b) Time Zone Differences and c) Issues related to People, Culture and Leadership Style. Successful teams consciously adhere to certain principles and it is their principle-centered approach that helps them face such challenges and deliver the best.

      Steven Covey wrote: "Principles always have natural consequences attached to them. There are positive consequences when we live in harmony with the principles. There are negative consequences when we ignore them. But because these principles apply to everyone, whether or not they are aware, this limitation is universal. And the more we know of correct principles, the greater is our personal freedom to act wisely." This is true in all situations of life and it includes application of agile methods in geographically distributed teams too.

      This session is to present the ten principles and elaborate 3-4 principles learned through experience in working with project teams and interactions with industry experts, and applied for more than a decade. These ten principles are above and beyond agile manifesto and agile principles. These are related to areas such as context-specific methodology, tools for productivity improvement, infrastructure for communication and coordination, knowledge management, focus on quality, inclusion, collaborative governance, automation, technical debt management, iteration progression and ensuring early success.

    • Naresh Jain
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      Naresh Jain - Scaling XP Practices inside your organization using Train-the-Trainer Model

      Naresh Jain
      Naresh Jain
      Founder
      Xnsio
      schedule 7 years ago
      Sold Out!
      90 Mins
      Workshop
      Advanced

      How do you effectively scale skill-based, quality training across your organization?

      Over the years, I've experimented with different ideas/models to scaling skill-based training across an organization. In the last 4 years, I've pretty much settled down on the following model. Its very useful when mentoring teams on skills like Test-Drive-Development (TDD), Behavior-Driven Development (BDD), Product Discovery, Writing User Stories, Evolutionary Design, Design Patterns, Problem Solving, etc. I've successfully implemented this model at some very prominent fortune 500 enterprises.

      The goal of this workshop is to explore what other successful models organized have used to scale skill-based training in their organization.

    • Tathagat Varma
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      Tathagat Varma - Agile, Management 3.0, Holacracy...what next?

      Tathagat Varma
      Tathagat Varma
      Country Manager
      NerdWallet
      schedule 7 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      Pesentation deck is now available at http://www.slideshare.net/Managewell/what-next-31791295

      Modern management methods are still based on the then seminal work by Henri Fayol some 200 years back, followed by Frederick Taylor's work some 100 years back! Sadly, those models were predominantly based on industrial work, and don't really work that well in knowledge industry and today's sociological dynamics at workplace. Classical Agile methods codify several people practices that allow for a self-organizing team to evolve, but doesn't offer a lot of guidance on how to develop and groom leadership for agile organizations beyond a software team. Management 3.0 takes this issue further and develops it into a separate discipline altogether. On similar lines, Holacracy seeks to create social technology for purposeful organizations, though not specially targeting software organizations. So, the issue of leadership still continues to be unresolved and rather left to pave its way on its own. Unfortunately, when we want to achieve true end-to-end agility, it is not enough for software teams to be charging at top speeds but leadership not evenly matched to support them well in their endeavors. We clearly have a problem at hand...

      In this talk, we will study how the role of leadership has evolved and what does it look like for agile organizations at present. Many agile methods take an extreme view that limit leadership to team-level collective ownership of leadership. However, that might not be enough because of various reasons. In any non-trivial organization, whether a software organizations or any modern business employing software for business advantage, the reality is that organization units beyond a plain-vanilla software teams do exist. So, how does one go about grooming their top talent for playing an effective part in this process?

      Finally, we will also try to take a shot at some of evolving paradigms. For example, all these management thoughts are still based on the kind of outdated premise that an organization is based on 'boundaries' of operations. However, already we see that model being broken down, and the future teams look more like boundaryless entities bound with nothing but a unifying purpose that brings a bunch of volunteers together for a period of time. If our success increasing depends on such teams being able to effectively self-manage themselves, what role does leadership have to play in it, and are we getting ready for it? 

    • Mikael Gislen
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      Mikael Gislen - Mitigating clashing paradigms between Agile Development and ISO 9000

      45 Mins
      Talk
      Advanced

      There are, on a philosophical level, significant clashes between the agile paradigm and Quality Systems such as ISO 9000 or CMM/CMMi, this is already presented in the Agile Manifesto. Agile Development is based on what I would call post-modern paradigms when compared to the plan-driven and early iterative development methodologies which are based on a positivist paradigm.

      The underlying philosophical challenges cannot be easily mitigated. But a purist agile paradigm may tend to stress a positivist paradigm as well and this can be dangerous since then agile would not be agile any longer.

      While it may not be possible to completely remove the challenges between agile and quality systems, it is possible to learn to live with some tension between different paradigms. 

      There are some obvious areas of conflict, for examplethe Agile methodologies strongly discourages unnecessary documentation, and questions that it is possible to provide all requirements up-front. ISO 9000 on the other hand demands requirements up-front and documented evidence of almost anything, but such practical aspects can actually be mitigated with relative ease. Other aspects may demand much more effort. In particular the internal auditing process is problematic and other means of ensuring compliance may have to be considered.

      We have in my company systematically piloted a number of organisational changes in order to better support agile development. We have done this within the overall framework of our ISO 9000 system which is used a structure anda a gatekeeper. To do this we have used Action Research, which in it self is a kind of agile methodology, although of much older date than agile development.

      I will in my talk focus on the practical experiences we have had of building an organisational framework for agile development and while doing that suggesting a few means to mitigate the challenges mentioned initialy.

    • Sudipta Lahiri
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      Sudipta Lahiri - Capacity Planning for Dynamic Teams

      20 Mins
      Experience Report
      Intermediate

      Fixed price (and fixed scope) projects dominate the offshore industry. These projects have offshore/onsite teams. They often have large team size (over 100s of people in one team).

      Agile thinking uses team velocity/ throughput and uses that to project an end date (Kanban system) or how much scope can be accomplished in a given time duration (number of sprints in SCRUM). They assume a stable team. However, this is not applicable for projects. They experience resource and productivity ramp-up issues. Often, resources keep changing as new projects come in. Projects do not have past velocity or throughput data. Extrapolating historical data from other similar projects, though possible, is inaccurate for multiple reasons.

      This talk is based on our experience of working with such project teams. They want to adopt agile methods. We show how they can adopt the Kanban Method and yet do: A) Initial Capacity Planning B) Assess the impact of scope creep to the project end date.

      The session assumes a basic understanding of the Kanban method.

    • Evan Leybourn
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      Evan Leybourn - From Lean Startup to Agile Enterprise (beyond IT)

      45 Mins
      Talk
      Beginner

      Traditional models of management and corporate governance are failing to keep up with the needs of the modern economy. Change, both technological and cultural, is occurring at faster rates than ever before. In this climate, modern enterprises will live or die on their ability to adapt. This is where Agile, and Agile Business Management, come in. Agile is change; changing how you think, changing how you work and changing the way you interact. This is important whether you are a software developer or a CEO.

      In this presentation, Evan will provide engaging and enlightening case studies of Agile beyond IT; from lean startups to large enterprises. These will be reinforced with practical approaches for the leadership of teams, divisions and businesses. 

      Taking the successful concepts and methods from the Agile movement and Evan's new book, Agile Business Management is a framework for the day-to-day management of organisations regardless of industry, size or location. We will discuss processes, techniques, and case studies for the 4 key domains from Agile Business Management;

      1. You, the Agile Manager - What makes a good manager and how do their responsibilities change?
      2. Integrated Customer Engagement - Collaboration and communication techniques to build trust and deliver Customer needs efficiently, with minimal waste, and to everyone's satisfaction.
      3. The Structure of an Agile Organisation - Efficient, transparent and collaborative techniques to manage empowered staff.
      4. Work, the Agile Way - Managing all types of business functions, from software, HR, finance to legal, by using Just-In-Time planning and Incremental or Continuous Delivery processes.

      Ultimately, the goal of this presentation is to make you think about your role as a leader. 

    • Jason Yip
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      Jason Yip - Think Like an Agilist: Deliberate practice for Agile culture

      Jason Yip
      Jason Yip
      Principal Consultant
      ThoughtWorks
      schedule 7 years ago
      Sold Out!
      90 Mins
      Workshop
      Intermediate

      If I say, culture is important to adopting Agile, most people will just agree without even thinking too much about it.  But what is meant by "culture"?  Why is it important?

      Culture is not typical behaviour; it is not what we say we value (but don't actually do).  Culture is our basic assumptions of how things work.  Culture is the logic we use to think through and respond to any particular situation.

      If you imagine a pyramid, Agile practice and any other visible behaviour is on the top, stated or written Agile values and principles are in the middle, fundamental assumptions (aka culture) is at the base.

      My session is intended to expose people to the base of that pyramid.

      If culture is assumptions, then to understand Agile culture, we need to understand the basic assumptions of Agile.  To do this, I have created an approach called "Think Like an Agilist" that both exposes how we think through an "Agile situation" and allows us to deliberately practice "Agile culture".

      The general idea is that I won't just talk about Agile culture and values, what I'll call "culture theatre", but rather expose people, who nominally consider themselves part of the Agile culture, to their underlying thought processes and assumptions, given a relatively difficult scenario.  Those thought processes and assumptions are the essence of culture (reference Edgar H. Schein).  What is interesting is noting when the thought processes and assumptions are different which indicates that there is a different culture at play.  What I've noticed is that this difference is common between novice vs expert Agilists.

      Note that it isn't even about analyzing vs doing it mechanically but more about exposing what assumptions are being used to respond.

      NOTE: I will be updating the attached slides as when I created them, I was framing it more as "doctrine" rather than "culture", defined as fundamental assumptions"

    • Ram Srinivasan
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      Ram Srinivasan - The Conflict Paradox

      90 Mins
      Workshop
      Intermediate

      It is not a question of if a team is going to have a conflict; it is a question of when. Equipping them to deal with conflict is more than creating agreements or having a good facilitator. We look at a conflict model that focuses on dynamics of conflict by understanding- 1. Cognitive skills:self-awareness about triggers, hot spots, emotions,behaviors. 2. Emotional skills:reading emotions, body language, balancing emotions, using curiosity 3. Behavioral skills:understanding others’ perspectives and needs, avoiding 8 destructive behaviors, embracing 8 constructive behavior. In an organizational setting, it is important to understand the source (culture, interdependence, incompatibility, personality, power, etc.) and types of conflict (cognitive vs. affective). Creating awareness about conflict processes, retaliatory cycles and building a conflict profile can empower teams engage in constructive disagreements. 

    • Ram Ramalingam
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      Ram Ramalingam - The secret shortcuts to Agile... (that won't get you there)

      Ram Ramalingam
      Ram Ramalingam
      Associate Partner
      IBM
      schedule 7 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      This is an exploratory talk, based, first, on some recent insights from cognitive science, behavioural economics (which have enriched Agile folklore already) and then on, some interesting twists from culture based research in sociology and psychology. While the former will be useful in understanding the common pitfalls encountered in a scaled Agile implementation, the latter, maybe useful in understanding the unexpected twists when doing scaled agile in a distributed/off-shore environment that have different cultural norms.

      While the anti-patterns and anti-paths are common across the world, the solution to these does differ. The assumptions behind what leads to a motivated, self-organizing, self-directing team will determine how to bring about a nuanced mindset to Agility, and understanding that what works in the West may not work in India (and other similar higher Power-Distance-Index countries).

      While sharing my experiences in a large scale Agile transformation and working with different cultures, I hope to bring out some subtle variations that could be useful in coaching and working with and transforming Agile teams in an offshore engagement.

    • Carlos Lopes
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      Carlos Lopes - Multiple projects, different goals, one thing in common: the codebase!

      Carlos Lopes
      Carlos Lopes
      Software Developer
      ThoughtWorks
      schedule 7 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      Are you developing new functionalities into branches? Have you ever experienced the pain of merging the changes into trunk? The so called "merge hell" is one of the first and probably the most important smell that tells you've been abusing of your source control manager branching capabilities and, most likely, hurting your productivity and your code quality as well. In order to move towards a continuous delivery approach, the practice of trunk based development suggests ways to avoid this type of issues among others like inconsistent feature sets, code that stays in an undeployable state for a long time, regressions introduced by semantic differences that arise during those joyful merging sessions, integration surprises with the other features, and the like. Even if you are not a developer on your team you will benefit from the examples and techniques presented.

    • Fiona Mullen
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      Fiona Mullen - Agile - An Australian Journey of Cultural Change

      45 Mins
      Talk
      Beginner

      How did one of Australia's leading financial services organisation become the biggest Agile transformation story in the Southern hemisphere and what did we learn?

      The Suncorp Group leads in general insurance, banking, life insurance, superannuation and investment brands within Australia and New Zealand. The Group has 16,000 employees and relationships with nine million customers. It is a Top 20 ASX listed company with over $93 billion in assets.

      In 2007, we embarked on our Agile journey of cultural change. In this talk we will cover the strategy taken, the roadblocks we came across, the mistakes we made and the achievements along the way.

      You will learn how to tackle an Agile transformation, what to do and what NOT to do, where to start and what to expect and most of all what impact it will have, both negative and positive.

      Today Suncorp are seen as market leaders in Agile and are known globally for the Agile Academy http://www.agileacademy.com.au/agile/ which was designed for both staff and also the external market.

      The role of the Agile PMO, how to get infrastructure to work Agile, what about all those legal challenges, the cultural differences and the resistance to change? These are some of the learning we will share.

      There were challenges and successes and in this honest Aussie presentation will share with you both the highs and the lows.

    • 20 Mins
      Experience Report
      Intermediate

      The term "cross functional team" has been made popular by the Agile movement. In cross functional team, we put people with different roles to work together for a common goal/purpose.

      I have seen this worked really well in many agile teams. People are no longer on silo and everyone have better understanding what each other's role is and consequently, what each other do. This leads to better self organising within the team.

      However, I strongly believe we can take this concept to the new level. The concept of cross functional team should be extended to not just the team but also to the individuals within the team. Scott Ambler wrote an essay on "Generalising Specialist". The term T-shaped developer was introduced by Mary and Tom Poppendieck in her famous book "Lean Software Development". By nature, people don't like to get out of their comfort zone, hence the tendency to keep working in area that they are familiar with. When leaders can create an environment where everyone is encouraged to learn, grow and make mistakes, amazing things can happen.

      In my experience leading teams, I have witnessed many transformations that enabled individuals to go beyond their traditional role, such as a manual QA assuming Scrum Master role, a BA doing deployment, a developer doing QA for a story, etc. Not only this enablement help develop the individuals to widen their horizon and skillset, it also helped the productivity of the team through better collaboration. When a team reach this stage, we no longer have problems such as "The QA has nothing to do because there are no stories to test", "The developers have nothing to do because the cannot keep up", "The deployment took longer than expected because the Ops person was not aware of the special configuration".

    • Balaji Ganesh N
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      Balaji Ganesh N - Using Lean in Application Development to achieve competitive advantage and customer delight

      20 Mins
      Experience Report
      Intermediate

      Executing add-on Application Development (AD) projects end to end is quite challenging. More so, if the same is executed under risk-reward model. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. 20 to 25 percent don’t provide ROI and up to 50 percent require material rework. 

      With competitive pricing and cut throat competition eroding margins and denting market share, cost of delivery reduction with best in class quality has become an imperative for any service company in the IT outsourcing space.

      This case study shares the experience of an AD project (team size 40) in the Insurance domain completed over a period of 9 months (including warranty phase), with a geographic spread across 4 different locations. The team had end to end responsibility right from requirements gathering to System Integration Testing. The add-on functionality developed was rolled out to 5 states spanning 2 different releases. The team leveraged LEAN Six Sigma techniques (DSM, OA, Visual Controls, Mistake Proofing) for culture building, effective change management, early feedback, rework reduction through effective in-process defect reduction and doing things right the first time, resulting in increased customer goodwill, reward payments, enhanced business and high employee satisfaction. The project was flawlessly executed under the risk reward model with best in class quality, maintainability and scalability within the specified schedule.

    • Andrea Heck
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      Andrea Heck - Distributed Product Owner Team for an Agile Medical Development

      Andrea Heck
      Andrea Heck
      Agile Coach
      Siemens AG Healthcare
      schedule 7 years ago
      Sold Out!
      45 Mins
      Case Study
      Advanced

      We are developing medical imaging and workflow software in an agile way with development teams distributed to several countries. One of the major challenges is how to set up and communicate within the Product Owner team. There we have to deal with the distribution, e.g., have the Product Owner either onsite with her peers or with her Scrum team, travelling, or with proxy. We need people who are good in two different fields of knowledge: medical and software development. As a third issues, the environment of the customers may be different in different countries.

      We have ramped up local Product Owners in different countries, have found local collaboration customers, and have developed a set of communication channels and workshops how to synchronize Product Owners in the team, share a common vision and backlog with their Scrum teams, and collaborate with customers locally and globally.

    • Evan Leybourn
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      Evan Leybourn - Let's Kill an Agile Project

      45 Mins
      Workshop
      Beginner

      Other talks and games will teach you how to run a successful Agile project. Only this one will teach you how to ruin an Agile project*. In this game we will break every Agile rule, disregard the manifesto and ignore common sense in the singular pursuit of failure (and fun).

      Each of you will be part of an Agile team with a dis-engaged Customer and micro-managing boss. Being Agile, there will be daily stand-ups, planning sessions, retrospectives, and kanban boards but nothing will go as you expect.

      * More importantly, this activity will teach you "how" Agile projects can fail and the reason behind many common Agile practices.