• Liked Evan Leybourn
    keyboard_arrow_down

    From Lean Startup to Agile Enterprise (beyond IT)

    Evan Leybourn
    Evan Leybourn
    schedule 3 years ago
    Sold Out!
    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. 

  • Bhavin Kamani
    Bhavin Kamani
    Abinav Munshi
    Abinav Munshi
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

    Agile processes are the new order of IT implementations. These talk will elaborate on our experience and learnings during agile process implementation at Walmart. 

    We will touchupon following 3 key areas and our learnings that helped us scale agile in large enterprises.

    • Process Visualization - Our learnings related to visualization of existing processes and practices and how it helped us identify signals from noise

    • Product Backlog Elaboration - In a complex and large programs product backlog management and role of product owner needs to be revisited.

    • Team Working Agreement - This is particulary crucial for scaling agile as dependency management is one of the key aspects of enterpsie agile implementation.

    We will conclude with our key learning of how processes needs to be continuously evolved in large scale implementation.

  • Liked Mike Burrows
    keyboard_arrow_down

    Kanban through its Values: An Agenda for Scale

    Mike Burrows
    Mike Burrows
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Introducing the Kanban method through a 3-layered value system - a familiar core that stimulates and drives change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements.

    This humane, values-centric model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to self-reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.

  • Liked Rae Abileah
    keyboard_arrow_down

    Engendering Justice: Women, War and Peace

    Rae Abileah
    Rae Abileah
    schedule 3 years ago
    Sold Out!
    45 mins
    Keynote
    Beginner

    One in three women will be raped or beaten in her lifetime. Half of the seven billion global population are women so that means one billion women alive now will, or have been, beaten or raped or beaten. Women and children are disproportionately affected by war and occupation as well. And yet numerous studies illustrate how uplifting women's work and leadership can strengthen the whole society and economy. Women are at the forefront of global campaigns challenging militarism and violence, and working to redirect resources into health care, education, green jobs and other life-affirming activities. What can we learn from these women and their successes thus far? How can the technology sector support this crucial work? How do these social movements stay agile to rapidly respond to breaking news while building a long-term progressive movements for deeper social, economic and environmental justice? As Arundhati Roy said, "Another world is not only possible, she is on her way. On a quiet day, I can hear her breathing." In this talk, Rae Abileah will share visionary examples of women-led work for peace and justice and explore the paradigm shift needed for equality, human rights, and justice for all.

  • Liked Venkatraman L
    keyboard_arrow_down

    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

  • Liked Simon Reason
    keyboard_arrow_down

    The Enterprise Experiment!

    Simon Reason
    Simon Reason
    Michael Pollard
    Michael Pollard
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Ever wondered what it's like to experiment in Agile? Ever thought when you started to scale Agile, you would get it right first time? Ever thought Agile adoption is full of experiments? We did! This session explores real world learning and observations when attempting to mature organisations from single team project based Agile to a Scaled Agile framework.

    This will be a fun and interactive session where will be using live experiments that highlight the purpose, result and our observations. Each experiment, as any Agilist would attest to, creates more unanswered questions, additional problems to solve and more opportunities to try out new hypotheses.

  • Liked Allen Rutzen
    keyboard_arrow_down

    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

  • Liked Fiona Mullen
    keyboard_arrow_down

    Agile - An Australian Journey of Cultural Change

    Fiona Mullen
    Fiona Mullen
    schedule 3 years ago
    Sold Out!
    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.

  • Liked Corey Haines
    keyboard_arrow_down

    Stories from 10 Years of Extreme Programming

    Corey Haines
    Corey Haines
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    10 years ago I was introduced to Extreme Programming. Since then, I've been an avid practitioner, applying the techniques and values to my life as a software developer. Over that time, I've bounced between many extremes, learning and reflecting on the value that I get when building systems both for myself and for others.

    In this talk, I'll share some of those learnings and how my life as a software developer has changed with the times.

  • Liked Doc Norton
    keyboard_arrow_down

    Creating a Global Engineering Culture

    Doc Norton
    Doc Norton
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    Creating a Global Engineering Culture

  • Liked Lyssa Adkins
    keyboard_arrow_down

    Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

    Lyssa Adkins
    Lyssa Adkins
    Michael Spayd
    Michael Spayd
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

  • Phil Abernathy
    Phil Abernathy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    ‘One bad apple soils the barrel’ is a very true saying even in an Agile environment. Not identifying and managing poor behavior and performance can completely undermine any Agile transformation effort.

    How can Leaders, both within and external to Agile teams, set higher standards of accountability and hold people to it? Is self organization, peer pressure and the wisdom of the crowd enough to handle the wiles of organisational psychopaths?

    The fact remains that most teams will have a few difficult personalities and underperforming members.

    Agile is seen in many senior management circles as a softer, less accountable, way of working. Is that true?

    This talk will delve into how the human psyche works, drawing on latest studies in neuro and psycho analysis, combined with Harvard studies, to outline the best ways to define, identify and deal with ‘bad apples’ in an Agile environment while honouring the values and principles of Agile

  • Liked Rae Abileah
    keyboard_arrow_down

    Engendering Justice: Women, War and Peace

    Rae Abileah
    Rae Abileah
    schedule 3 years ago
    Sold Out!
    45 mins
    Keynote
    Beginner

    One in three women will be raped or beaten in her lifetime. Half of the seven billion global population are women so that means one billion women alive now will, or have been, beaten or raped or beaten. Women and children are disproportionately affected by war and occupation as well. And yet numerous studies illustrate how uplifting women's work and leadership can strengthen the whole society and economy. Women are at the forefront of global campaigns challenging militarism and violence, and working to redirect resources into health care, education, green jobs and other life-affirming activities. What can we learn from these women and their successes thus far? How can the technology sector support this crucial work? How do these social movements stay agile to rapidly respond to breaking news while building a long-term progressive movements for deeper social, economic and environmental justice? As Arundhati Roy said, "Another world is not only possible, she is on her way. On a quiet day, I can hear her breathing." In this talk, Rae Abileah will share visionary examples of women-led work for peace and justice and explore the paradigm shift needed for equality, human rights, and justice for all.

  • Liked Doc Norton
    keyboard_arrow_down

    Creating a Global Engineering Culture

    Doc Norton
    Doc Norton
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    Creating a Global Engineering Culture

  • Liked Corey Haines
    keyboard_arrow_down

    Stories from 10 Years of Extreme Programming

    Corey Haines
    Corey Haines
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    10 years ago I was introduced to Extreme Programming. Since then, I've been an avid practitioner, applying the techniques and values to my life as a software developer. Over that time, I've bounced between many extremes, learning and reflecting on the value that I get when building systems both for myself and for others.

    In this talk, I'll share some of those learnings and how my life as a software developer has changed with the times.

  • Liked Lyssa Adkins
    keyboard_arrow_down

    Windows on Transformation: Four Pathways to Grow a more Agile Enterprise

    Lyssa Adkins
    Lyssa Adkins
    Michael Spayd
    Michael Spayd
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    It is easy to envision a more Agile enterprise, yet we have found as a community it is quite difficult to accomplish. The transformation process goes on in many dimensions and unless we have a framework that helps us see from each of those perspectives, our efforts are much more likely to fall short. Based on Michael Spayd's upcoming book, Coaching the Agile Enterprise, this session will (literally) walk you through each of the four fundamental perspectives and the power and limitation of each. We will explore together approaches that are suitable to each perspective and how to activate them in your team, division or organization.

  • Ravi Krishnan
    Ravi Krishnan
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Organizations which have diverse functional units and technology portfolios (BI, Mobile, Web Application development, Web Design etc) following different methods cannot make an overnight or a sudden transformation to following a mature model of Agile method.

    These teams need to come up with a structured approach towards Agile adoption and transformation enabling the different teams to make a gradual progression towards the adoption of Agile in their projects and teams.

    We at Aditi Technologies realized this and came up with a Aditi Agile Transformation Maturity Model which provides guidance to the different project teams and functional groups on the transformation journey within their engagement. The salient points of the Maturity model include:

    * Agile Project Planning and Management Maturity Model - Traditional teams are used to tradition planning methods plan around the typical 3 constraints of Scope, Cost and Time. A transformation to a model where emphasis is on delivering the highest priority items is arguably one of the more difficult lifecycle areas of the transformation. The Agile Project Planning and Management maturity model provides guidance to such teams on moving from a managed team services model to a self directed and self managing teams services model.

    * Collaboration Maturity Model - Moving from a SLA driven environment to a collaborative environment is again a massive cultural mindset change for the different teams. The collaboration maturity model at Aditi for Agile engagements provides a framework for teams to start collaborating better in a gradual manner. Starting with a well defined collaboration model within the Agile sprints between the QA and Development teams leading to an end to end collaborative lifecycle involving the different stakeholders is the overall approach we have adopted at Aditi to improve the Collaboration within the lifecycle in a phase wise manner.

    * Agile Requirements Engineering Maturity Model - The Aditi AREMM provides the business and product ownership teams with a gradual migration approach from the traditional Business Requirements Document based Requirements Management approach to an Agile approach towards the same incorporating basic principles like story card based requirements engineering to a more collaborative and leaner approach incorporating starting principles such as Product Backlog and Story Cards and moving to more advanced models such as executable specification models prescribed by BDD.

    * Engineering Maturity Model - While there are well prescribed best practices and models within the Engineering phase for Agile teams, adopting an all at once approach can be fraught with danger for the teams especially given the constraints of a global delivery model such as staffing pyramid (practitioners at different levels of capability including graduate hire resources), the Engineering maturity model provides teams with a prescriptive model around adoption starting with relatively basic principles like refactoring to adoption of more advanced practices like TDD, BDD etc.  

    * Metrics - Based on the level of the maturity of the Agile adoption, Aditi has come up with prescription around metrics the teams could adopt. These are classified into different buckets using the MoSCoW prioritization principles.

    * Tooling - Aditi has come up with a well prescribed guideline for Agile teams in the adoption of tools across the lifecycle (Ex: for Collaborative lifecycle management, Continuous Integration, Build management, Code quality management etc) and has come up with bootstrap assets which teams can leverage to run with when they start the transformation.

    * Organization readiness - For an organization to embrace Agile, many of the current internal practices (Recruitment, Sales etc) and current infrastructure (Ex: Collaboration platforms, infrastructure) needs to scale up as well. A well defined maturity model towards transformation allows organizations to adopt a more phase wise approach towards these areas of transformation and helps the different business units to also scale up at a sustainable pace.

  • Liked Hemant Gokhale
    keyboard_arrow_down

    Scaling Agile at Organization level : Lean and Agile Love story

    Hemant Gokhale
    Hemant Gokhale
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Beginner

    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.

  • Liked Prathitha Gangadharan
    keyboard_arrow_down

    Cycles of Development Applied to Teams

    Prathitha Gangadharan
    Prathitha Gangadharan
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    In her theory of cycles of development, Pam Levin talks about 7 stages a human being goes through from birth to becoming an adult. Each of these stages have unique requrements for any individual. The way the environment responds to the individual in each of these stages will determine how the individual will make sense of themselves with respect to their environment.

    Interestingly an individual goes through these stages when they enter a new situation. This could be as simple as walking into a roomful of new people or when they join a new team, or an organisation. Each one has their own own pace. While this is very logical for an individual how is this related to Agile?

    I have seen that teams also go through stages in their development. This is not just the forming, norming, storming and performing stages which is the internal process of a team. This is about the team being identified as an entity and being supported in their journey of becoming a high performing team. In understanding the cycles of development, we get some clues of what needs a team may have at different points in their journey to becoming self-organised.

    I would like to discuss Dr.Pam Levin's model in the context of a team and propose do's and don'ts that can support the journey of a team

    The seven stages:

     

  • Phil Abernathy
    Phil Abernathy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    ‘One bad apple soils the barrel’ is a very true saying even in an Agile environment. Not identifying and managing poor behavior and performance can completely undermine any Agile transformation effort.

    How can Leaders, both within and external to Agile teams, set higher standards of accountability and hold people to it? Is self organization, peer pressure and the wisdom of the crowd enough to handle the wiles of organisational psychopaths?

    The fact remains that most teams will have a few difficult personalities and underperforming members.

    Agile is seen in many senior management circles as a softer, less accountable, way of working. Is that true?

    This talk will delve into how the human psyche works, drawing on latest studies in neuro and psycho analysis, combined with Harvard studies, to outline the best ways to define, identify and deal with ‘bad apples’ in an Agile environment while honouring the values and principles of Agile

  • Liked Chandan
    keyboard_arrow_down

    Agile adoption and impact on organizational behavior and structure

    Chandan
    Chandan
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    Large organizations over a period of time usually become a fat because of complex process and slow in decision making process and so lost agility. Agile adoption brings many transformation processes into any organization. The way team response to the changes from recruitment to delivery, all team members has to pass through the transformation process to get the output. Every individual involve in the execution process has to transform for the agility process. Especially in distributed agile team impact is more towards the organizational structure and behavior.Geo political influences and resistance for effective agile deployment and impact on execution speed is very high in distributed team. Sales, marketing, executive strategist all are part of transformation process. Traditional model of business execution is not effective any more.

    All these demands organizational DNA changes for survivable.

    Traditional thinking cuase of lot disruption in agile deployment process.

    In this case study I will share real life story of an Agile project in Engineering organization like ABB which we have started working as a tranformation project for operational excellence from 2009 and how transformation process helped project and connected system in the organization to improve the situation.

  • Liked Chandan
    keyboard_arrow_down

    Impact of People issue in agile process

    Chandan
    Chandan
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    Agile manifesto for software development put lot of stress on Individuals and interactions.

    Important of customer collaboration for solution development.

    Responding to change where the process challenges to all members to come out from their comfort zone.

    If team has rotten apple in the basket! How can teams identify the issue and change the DNA of the rotten apple. 

    What are the various symptoms which indicate team to take special care to stop team members becoming rot?

    Team does not have generalist; most of them are specialist then how to create a best agile team?

    We cannot hire, we cannot fire but we have to maintain the execution speed, than how should we perform and transform? Do team have cow boy performer? if yes what is the impact of outcome for agile team building?

    Distributed agile with different geographical location with cultural resistance and work assignment issues.

    How can Organization improve the situation? We always never get world class team, so how to transform?

    Challenges comes when convincing customer to participate in agile process is an expensive process.Feedback loop is disconnected.

    Tradional models are process centric and Agile is more people centric, Leadership style was more command and control and in Agile it is more on collaboration, in traditional model it was more specialist and Agile we have more generelist , self driven , self organized team. People factor is more critical in agile process.

    In this talk I will share my experience with people factor and how various steps improved the situation.

  • Liked Nagendra Kumar Elluru
    keyboard_arrow_down

    A Drive through SAFe Boulevard

    Nagendra Kumar Elluru
    Nagendra Kumar Elluru
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    An introductory session on SAFe's way of building agility at an enterprise scale. It is very hard to find an organization with teams who aren't practicing agile, but knitting them together into a program with appropriate cohesion, visibility and governance continued to be traumatic. Join me in understanding how SAFe can help us come out of this trauma.

     

  • Liked Avinash Rao
    keyboard_arrow_down

    Planning For and Delivering Quality in Large Scale Enterprise Agile Development

    Avinash Rao
    Avinash Rao
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Success in large enterprise software development depends on delivering capability and Qualities as much as functionality. In larger programs, given that Agile makes it easy to develop functionality quickly, building Qualities like performance and resilience in enterprise Agile needs deliberate and focused effort and planning. 

    Traditionally, Agile development tended to be smaller, contained (geographically as well as in size), allowing for Quality to be in built and monitored every iteration in the delivery of Agile projects. As Agile goes mainstream and more enterprise programs and IT development is Agile, more attention needs to be paid to the –ilities that will determine success or failure in the Enterprise. 

    Based on experiences from a geographically distributed, multi-year, multi-vendor 30+ million USD Agile product development that the author program manages, this session highlights the vulnerable areas that impact Agile Quality in large enterprise programs:

    -          'We'll figure it out as we go along' Architecture;

    -          Evolution in corporate security and IT governance guidelines;

    -          The Agency problem between the needs of the business and the representatives of the business;

    -          The temptation to build functionality quickly to demonstrate progress.

    For each area of vulnerability, the session will provide guidance and ways and means to manage the risk of lowered Quality.

  • Liked Venkatraman L
    keyboard_arrow_down

    Scaling from Project > Program > Portfolio - The Agile Transformation and Journey

    Venkatraman L
    Venkatraman L
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The case in point is a journey of Agile transformation when the organization was looking to manage releases through shorter iteration cycles. As the journey began, the organization had to leapfrog into 3x growth in terms of both people and business needs due to a round of substantial investor funding.

    The agile transformation started with just 6 teams in the organization and due to the nature of the team structure, the 3-member PMO team did not have the luxury for pilot projects and had to simultaniously roll out at one go across the 6+ component teams.

    In a span of 6 months, the number of teams grew to 12+ and the number of releases more than doubled. Also, 80% of the releases cut across more than 3 teams and the challenge was to keep the process pretty lean. PMO team worked closely with key stakeholders from Product, Engineering, Architecture and Operations to forumate and roll-out a simple 3 step process that aided the teams to deliver releases better than before. Here is when the organization leaped from project to portfolio of releases cutting across 10+ themes.

    Similar to what is quoted in the "Scaled Agile Framework" which the PMO tripped on much later in the process, there were organization wide prioritization done based on the product strategy, infrastructure and technology needs which eventually got translated into multiple programs within the organization, cutting across various teams. A concept of 3-in-a-box (PM, Architect and Engineering Owner) was formulated to bring in the required vigor in to the planning and execution process.The 3 in the box was further extended to Dev +QA + Ops who worked as a team to deliver the various stories across the contributing stacks.

    The challenges across value-driven prioritization from 100+ releases across the portfolio, release planning with engineering and product, the execution framework and scalability in engineering infrastructure commensurate with the agile processes, working with operations teams and all the way till adoption was seamlessly scaled using the initial framework that was set for just 15 releases.

    The presentation details how agile helped and is helping the product and technology teams in delivering better results than before. This would also detail the necessary Agile and operational metrics across the project teams, the program and the portfolio levels that aid the mid and senior management to take informed decisions. As always, this would not cover the IP and actual data of the organization but provide a clear framework to substantiate the process.

  • Bhavin Kamani
    Bhavin Kamani
    Abinav Munshi
    Abinav Munshi
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

    Agile processes are the new order of IT implementations. These talk will elaborate on our experience and learnings during agile process implementation at Walmart. 

    We will touchupon following 3 key areas and our learnings that helped us scale agile in large enterprises.

    • Process Visualization - Our learnings related to visualization of existing processes and practices and how it helped us identify signals from noise

    • Product Backlog Elaboration - In a complex and large programs product backlog management and role of product owner needs to be revisited.

    • Team Working Agreement - This is particulary crucial for scaling agile as dependency management is one of the key aspects of enterpsie agile implementation.

    We will conclude with our key learning of how processes needs to be continuously evolved in large scale implementation.

  • Liked Mike Burrows
    keyboard_arrow_down

    Kanban through its Values: An Agenda for Scale

    Mike Burrows
    Mike Burrows
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Introducing the Kanban method through a 3-layered value system - a familiar core that stimulates and drives change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements.

    This humane, values-centric model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to self-reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.

  • Liked Anna Obukhova
    keyboard_arrow_down

    The SCRUM and the willpower: how neuroscience can boost your productivity

    Anna Obukhova
    Anna Obukhova
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Willpower is the force that is between the brain activity (I want to do this or I need to do this) and the action itself (start coding). If there is not enough willpower, people find it difficult to start any activity (especially that involves
    decision making).


    What is the standard approach when you feel tired and find it difficult to concentrate? Take some coffee (but latest research shows that coffee depletes the brain activity, even when body has more energy), take some sweets (but sugar ends quickly and gives even more exhaustion to the body)? These widely used strategies generally do not work, and in long-term even add harm to the body and brain.


    The willpower is not endless (so-called muscle theory of willpower), it can be saved, it can be trained, there are approaches how to keep the willpower level high. To keep the willpower (and thus, productivity) on the high level, people should know and use different approaches that lay in the field on the social and cognitive science.


    There are a lot of evidences that SCRUM improves the developer’s productivity in terms of speed of development, code quality, and accuracy of design. Unfortunately mainly all recommendations from SCRUM coaches look like “believe me, if you do this, you will have better velocity”. Yes, it works. But why does it work?


    Sometimes SCRUM does not give such great results even when main elements are in place. The question “Why” and “What makes the difference” is here again.


    I will describe the model of relationship between the willpower related brain metabolism on very low level (specific amino acid cycle) and the SCRUM practices. I can prove that SCRUM addresses the productivity of the people’s brain using 3 different flows simultaneously. There are several tips that make these productivity flows working or not. You can make Agile productive, you can have non-productive Agile. I will show you where the difference is.


    Overall there are 10 productivity tips that can be put into 3 flows.


    As the outcome of this session, Agile coaches, and all people who can change the process (in fact that is any team member) will review their SCRUM: does the way they have it improve the productivity or they are losing all the power? The changes are cheap, the outcome can be huge.

  • Liked Simon Reason
    keyboard_arrow_down

    The Enterprise Experiment!

    Simon Reason
    Simon Reason
    Michael Pollard
    Michael Pollard
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Ever wondered what it's like to experiment in Agile? Ever thought when you started to scale Agile, you would get it right first time? Ever thought Agile adoption is full of experiments? We did! This session explores real world learning and observations when attempting to mature organisations from single team project based Agile to a Scaled Agile framework.

    This will be a fun and interactive session where will be using live experiments that highlight the purpose, result and our observations. Each experiment, as any Agilist would attest to, creates more unanswered questions, additional problems to solve and more opportunities to try out new hypotheses.

  • Liked Evan Leybourn
    keyboard_arrow_down

    From Lean Startup to Agile Enterprise (beyond IT)

    Evan Leybourn
    Evan Leybourn
    schedule 3 years ago
    Sold Out!
    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. 

  • Liked Tathagat Varma
    keyboard_arrow_down

    Agility @ The Scale of Busine$$

    Tathagat Varma
    Tathagat Varma
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    [24]7 Customer, Inc started out in customer service space from Bangalore in 2000. Today, it is a sucessful mid-size company in voice-based customer support that also creates IP and products in big data and predictive analytics for some of the biggest names in business, and is a a high-growth company headquartered out of US. The growth in product R&D happened both organically as well as from acquisitions across multiple geos. While the initial / startup stage processes had been extremely successful in building the company's strong foundation, it was felt that the next stage of growth might not be a linear extrapolation of the past successes. Recognizing this futuristic need, it initially embraced agile software development methods in Q1 of 2013 to improve responsiveness, predictability and time to market in the product development organization. In Q2 of 2013, it embarked upon an ambitious company-wide program. The charter was to establish an end-to-end execution framework to make the entire operations efficient and effective - right from marketing and pre-sales to delivery, deployment, operations and ongoing optimization. 

    In this session,

    • We will analyze challanges involved in scaling-up agile adoption outside the software team across the entire organization.
    • Specifically, we will also discuss how we addressed some of those unique challanges that are associated with growth and scale, and
    • What does it take to achieve true end-to-end agility. 
  • Michael O'Reilly
    Michael O'Reilly
    schedule 3 years ago
    Sold Out!
    45 mins
    Demonstration
    Intermediate

    Test Requirement Driven Development(TREDD) places a renewed emphasis on quality and accountability, and provides the insight to allow your product development and management teams to make the necessary changes in order to produce outstanding quality products on schedule, in a cost-efficient and highly collaborative manner.

    What separates TREDD from other development methodologies like TDD (test driven development), ATDD (acceptance test drive development), or BDD (behavior driven development), is the status of the test requirement when the product development lifecycle concludes.

    Test Requirement status is the breakthrough element that allows test requirement to provide an objective measurement to the quality of the product development team, so that adjustments can be made for subsequent product development iterations that will ensure quality improves, as well as increase the effectiveness of the product development team.

    Come and learn how your TREDD will catalyze your SCRUM team toward greater capabilities, quality, accountability, and satisfaction!

  • Liked Natalie Warnert
    keyboard_arrow_down

    Confessions of a New ScrumMaster

    Natalie Warnert
    Natalie Warnert
    schedule 3 years ago
    Sold Out!
    45 mins
    Workshop
    Beginner

    So, you just got out of your CSM class, overflowing with your newfound Scrum knowledge and renewed faith in software development practices. You're ecstatic to share your new view of the world and show how Agile can benefit your organization, and you can't wait to get started. But, in your first Agile project, you meet resistance, opposition, and worst of all, modified Scrum practices. What's a ScrumMaster to do?

    Don't lose hope! You're definitely not the first ScrumMaster to meet these barriers, and you're not alone. I've encountered these situations in projects and have some tips to make the transition to Scrum easier on the team, the leadership, and you. Learn to overcome these problems in this interactive workshop and you become a better ScrumMaster and will help lead the team to the high performance you know they're capable of!

  • Liked Fiona Mullen
    keyboard_arrow_down

    Agile - An Australian Journey of Cultural Change

    Fiona Mullen
    Fiona Mullen
    schedule 3 years ago
    Sold Out!
    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.

  • Liked Allen Rutzen
    keyboard_arrow_down

    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

  • Aruni Siriwardene
    Aruni Siriwardene
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    A traditional software development project entails specifics around elements in or out of scope, tied up to deliverables, all ensconced within specified estimates and timelines, subjected to legal clauses for everything from acceptance to indemnities. For Agile contracts, the boundaries of legal intervention must stand; merely due to the marriage of parties when a project is executed; the definitions of boundaries must be established be it scope, budget or timeline and all standard deliverables from a traditional project stands; yet, the execution is as diverse as chalk and cheese.

    What are the key criteria to be aware of when we define Agile contracts; as in typical agile projects, should the client be involved in mutually drafting the contract? How much legal intervention can we allow? What happens to deliverables and expenses when delays occur and scope boundaries are reduced? Can blame be apportioned to an extent that each party will have to indemnify themselves?

    An Agile contract needs to reflect the nature of the engagement; no template contract with standard clauses can be coaxed upon a true agile project. In line with the Agile principles and values and targeted to the agile manifesto; Agile contracts should be just that – Agile!

  • Liked Sharad Julka
    keyboard_arrow_down

    Performance Appraisal For An Agile Team

    Sharad Julka
    Sharad Julka
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate
    Our affection with Bell Curve has been for long. 
    -It is (one of) the most "natural" scheme(s) of evaluating
    and judging performance of an employee in an enterprise.
    -It provides a fair view of the employee performance level
    of all employees to the management.
    -However, in an Agile world, where everyone in the team is expected
    to exercise equal responsibility and accountability,
    does Bell Curve PMS act as a hindrance?
    -Does it motivate a few and demotivate others?
    -Is it the right tool to use?
    -Is it used in the right manner?
    -Does it affect the performance of a highly productive and efficient team?
    -Do we have a choice?
  • Liked Natalie Warnert
    keyboard_arrow_down

    UX Runway - how to ensure your teams take off and land successfully

    Natalie Warnert
    Natalie Warnert
    schedule 3 years ago
    Sold Out!
    45 mins
    Tutorial
    Intermediate

    Agile has been the buzz for the past decade and UX was quick behind. But how do teams properly integrate UX and other dependent teams to ensure high quality and timeliness for all involved? The UX Runway will detail a strategy to involve dependent teams so the development team has what they need on time while the other team is recognized and given proper lead time to provide their deliverables.

    The UX Runway gives a step-by-step plan to manage centralized teams that other Scrum development teams are dependent on. It maps out the appropriate timelines to expect deliverables in and also how best to faciliate requirements for these teams.

    Looking for UX or any other team dependency mastery? This session is for you!

  • Liked Jerry Rajamoney
    keyboard_arrow_down

    ScrumMaster Maturity Model

    Jerry Rajamoney
    Jerry Rajamoney
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    Learning Objective:

    The intention of this Model is to help organization / individuals to measure and improve the effectiveness of ScrumMasters in their role.

    For the Existing ScrumMasters:

    1. Helps the existing ScrumMasters to evaluate their current position in terms of their role maturity
    2. Helps the organization by providing the range of maturity level and helps the ScrumMasters to improve in their role maturity

    For Agile / Scrum Coaches:

    1. Helps the ScrumMasters to understand the position where he / she stands and what that really mean by providing the necessary insight
    2. Helps to find out the action items and coaching technique so that the ScrumMasters can move to the next level of maturity

    Expected Business Impact:

    1. This model can be used in a single Business Unit / across multiple business units as it will be generic.
    2. This model helps the ScrumMaster community in a single BU or across BU or across product lines to evaluate their position. It provides the path for ScrumMasters to improve and perform their work better

    Credits:

    ScrumMaster Maturity Model is developed by Mr. Brian M. Rabon, CST, PMP, President, The Braintrust Consulting Group, USA (http://braintrustgroup.com/). I have started working with him from this year beginning and tried this model as a case study with 8 scrum teams across 3 product groups in my organization (EMC Corporation, Bangalore).

    I have the first cut ppt readily available with data's and interpretation.

  • Ebin John
    Ebin John
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    This talk is all about how to make the organizational culture work in favour of you. Agile adoption/transformation face lot of resistence because the the change agents work against the organization culture.

    In this talk we talk about how to understand the organizational culture and how to work with the culture to reach agility. We learn the details of organization culture with the help of Schneider model.

    We also discuss about what is the best model for different types of organizational culture. How to move from one model to another without disturbing or fighting against the organization culture.

    The talk is all about "Making your culture work".

    X

  • Liked Karthik Vijayakumar
    keyboard_arrow_down

    Agile Retrospectives based on Continuous Process Improvement

    Karthik Vijayakumar
    Karthik Vijayakumar
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Beginner

    Agile Retrospectives are talked about and practiced my many teams, at varying levels across the globe. But more often than not, while these retrospectives are carried out with great fervor, teams often struggle on following up. This struggle is greater when teams begin to follow Agile.

    Effective Retrospectives create learning teams and helps aid continuous process improvement.

    In this talk, we'll walk you though a technique that applies continuous process improvement practices to help you many your retrospectives effective, easy to follow-up and measure your progress over the course of time.

    In the 45 minutes of this interactive Talk, you will learn a very useful technique to interacting with teams and effectively communicating with "management" and other key internal stakeholders on the roadmap to continuous improvement.

  • Liked Yashasree Barve
    keyboard_arrow_down

    Seven tales from an Ever-invigorating Agile Development Group

    Yashasree Barve
    Yashasree Barve
    schedule 3 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    The constant quest in one’s mind to find Nirvana, of excelling the way we work, is never ending. Starting to do scrum is only the beginning of 'Being agile'. 'Being agile' attributes to constantly re-inventing and improving the way we develop software.

    We would like to present a case study of a development group that has adopted agile, and not shied away from trying newer things to keep scrum adoption true to the spirit of agile. We would discuss seven most powerful initiatives we practised over last 6 years to keep our developers and business excited about being agile and maximizing business value delivered. These initiatives defined the way we constantly evolved, got the new joinees of this group into the culture of agility and ensured that we are relevant to the need of hour.

    This talk would comprise of motives behind thinking about these initiatives, vision, road map as well as the way we executed them by engaging our whole development group. We would also like to highlight challenges we faced, and the benefits we derived out of these initiatives.

  • Liked Zaheerabbas Contractor
    keyboard_arrow_down

    Qualification of Emerging Roles for the Success of Agile Transformation

    Zaheerabbas Contractor
    Zaheerabbas Contractor
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    In the era of highly competitive environment it has become critical for business to monitor the emerging trends and closely collaborate with IT through continuous feedback mechanism.

    While pursuing to adopt modern execution approach like Agile which brings in the best of industry lightweight processes and engineering practices, IT companies have stepped up their efforts towards achieving Agility and this has resulted into new and evolving roles in the teams.

    Through this paper we touch upon: As the organization gears up towards Agility to achieve the desired business objective, it becomes important to align with the evolving roles and the related responsibilities. The success also depends on how effectively we can seamlessly transform the existing roles (most of the time very hierarchical) with the new roles. 

     

  • Liked Kalyanasis Banerjee
    keyboard_arrow_down

    Large agile transformation applying Kotter's change leadership strategy

    Kalyanasis Banerjee
    Kalyanasis Banerjee
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Beginner

    Link: http://wikireedia.net/wikireedia/index.php?title=Kotters_8_steps_for_implementing_strategy

    Kotter's change leadership framework was established almost 2 decades back. This paper highlights how the same steps helped a structured, waterfall company to start adopting agility to improve time to market. 

    That there is a need for a change was understood when we started. We formed a team that created the sense of urgency.

    We established a common vision ... a simple & easily understandable one.

    We created a framework which can help people understand what does agility means. The framework was created keeping the existing constraints & process (CMMi-5) in mind.

    We worked with an existing team to pilot, proved it works, made a case study and then showcased it to other teams to give an example. This answered the FAQ … does it work for me ? This helped other teams to overcome the fear of uncertainty.

    This created the bottom-up curiosity acres the organisation, in almost every team. They all had a different question now … how can I apply this ? This started the actual transformation.