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

    Jason Yip
    Jason Yip
    schedule 3 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"

  • 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
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    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.

  • Martin Fowler
    Martin Fowler
    schedule 3 years ago
    Sold Out!
    60 mins
    Keynote
    Intermediate

    In the last decade or so we've seen a number of new ideas added to the mix to help us effectively design our software. Patterns help us capture the solutions and rationale for using them. Refactoring allows us to alter the design of a system after the code is written. Agile methods, in particular Extreme Programming, give us a highly iterative and evolutionary approach which is particularly well suited to changing requirements and environments. Martin Fowler has been a leading voice in these techniques and will give a suite of short talks featuring various aspects about his recent thinking about how these and other developments affect our software development.

  • 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
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    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
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    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 Colin O'Neill
    keyboard_arrow_down

    Achieving Enterprise Agility with the Scaled Agile Framework...and Have Fun Doing It!

    Colin O'Neill
    Colin O'Neill
    schedule 3 years ago
    Sold Out!
    90 mins
    Tutorial
    Intermediate

    Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization—and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.

  • Herry Wiputra
    Herry Wiputra
    schedule 3 years ago
    Sold Out!
    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".

  • Liked Corey Haines
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    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
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    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

  • Martin Fowler
    Martin Fowler
    schedule 3 years ago
    Sold Out!
    60 mins
    Keynote
    Intermediate

    In the last decade or so we've seen a number of new ideas added to the mix to help us effectively design our software. Patterns help us capture the solutions and rationale for using them. Refactoring allows us to alter the design of a system after the code is written. Agile methods, in particular Extreme Programming, give us a highly iterative and evolutionary approach which is particularly well suited to changing requirements and environments. Martin Fowler has been a leading voice in these techniques and will give a suite of short talks featuring various aspects about his recent thinking about how these and other developments affect our software development.

  • 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.

  • Liked Archana Joshi
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    How do I know if Agile is working for me or not? – An Executive’s Dilemma

    Archana Joshi
    Archana Joshi
    Sheshadri Shekhar
    Sheshadri Shekhar
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    As Agile coaches, several times when we talk to the Sr. Management in a company to taking agile to a bigger level and adopt it across their business units a common response we get is "I have seen agile working for our project teams. I am also in midst of an agile transformation where we are applying it in large programs. But how do I know the transformation is helping me achieve my goals at an organizational level. Our organization typically tracks executives on finance, people & delivery parameters. In an agile context, how do I ensure that I am on track with the executive-level dashboard (finance, people and delivery)?" As part of this session, we plan to share our experience of how "Balance Score Card" technique was implemented at one of the financial services company following agile. By using concept of balance score card we were able to map the agile goals with the IT organization goals and ensure that the agile methods were giving the desired results.

  • Liked Colin O'Neill
    keyboard_arrow_down

    Achieving Enterprise Agility with the Scaled Agile Framework...and Have Fun Doing It!

    Colin O'Neill
    Colin O'Neill
    schedule 3 years ago
    Sold Out!
    90 mins
    Tutorial
    Intermediate

    Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization—and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.

  • 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 Phani Bhushan
    keyboard_arrow_down

    What made it happen - Successful Agile Adoption

    Phani Bhushan
    Phani Bhushan
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    A large-scale successful adoption of Agile involves not just a stronger drive and support from management but also far-reaching changes at the individual, team, and organizational level. This talk is about how we successfully implemented Agile practices at the team level and scaled Agile more broadly throughout the enterprise.

    This is a talk based on experience report of a successful agile adoption of a 1200+ employee Dutch company based out of Netherlands. This talk is focused on the learning’s/insights from initial adoption, scaling and continues path to sustaining improvements.

  • Liked Venkatraman L
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    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 Jason Yip
    keyboard_arrow_down

    Think Like an Agilist: Deliberate practice for Agile culture

    Jason Yip
    Jason Yip
    schedule 3 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"

  • Liked Amoli Upadhye
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    Scale up Agile - Cheers to complex, systems integration mega - projects!

    Amoli Upadhye
    Amoli Upadhye
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Large systems integration projects form a large majority in typical corporate IT departments. With growing agile methodology adoption and its proven success rate in small / mid – sized projects there is a strong interest in case studies where teams have scaled Agile for XL size project execution

    Such large integration projects warrant natural complexities and teams rely on scaling existing agile practices to be able to up their game. As these projects are high risk / high value candidates, it is critical that project teams deliver them smoothly while rallying various stakeholders involved.

    This session would describe how agile principles can be elastic enough to help teams achieve just that!

    It describes exactly which agile principles have helped me (more than others) to influence my Product Owner-ship on my big, fat COTS application product tied to many upstream / downstream systems and even more stakeholders

  • 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!

  • Herry Wiputra
    Herry Wiputra
    schedule 3 years ago
    Sold Out!
    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".

  • Liked Allen Rutzen
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    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 Richard Kasperowski
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    Enduring Transformation is Hard

    Richard Kasperowski
    Richard Kasperowski
    schedule 3 years ago
    Sold Out!
    90 mins
    Workshop
    Intermediate

    Agile mechanics are easy, but enduring transformation is hard. Learn the tools and process of Agile and applied cultural anthropology for a successful long-lived transformation that changes your group's microculture.

  • Liked Ashish Mahajan
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    Water the root , Enjoy the fruit

    Ashish Mahajan
    Ashish Mahajan
    schedule 3 years ago
    Sold Out!
    20 mins
    Talk
    Intermediate

    Yellow or dry leaves of a tree have more to do with its root, rather than its color, which is just an indication of need to water the roots. For a tree to flourish, to bear green leaves, with fruits, it’s the root that needs to be watered

    This is to say, put focus and care into your core every day and then the rest of the things will simply flourish and express itself.

    At times, we are too busy in discussing and analyzing things at a very high level, trying to improve the color of the yellow leaves of the trees, by applying patches, thereby ignoring watering its root.

    We are so obsessed with achieving better results every time, that ,metrics, processes and numbers become the focus of discussion in the organization. We keep on doing the same thing again and again, and expect different results, every time.

    Measure more, measure accurately, implement jazzy-flashy processes with new fashioned terminologies of promises of skyrocketing results, make everyone occupied, and reduce cost at any cost!

    And most of the times, you get the same results, or even worse.

     

    Here are some of the things,I believe, are watering the tree of Product Development that bear the fruits of success.

    • Focus on automated unit tests and refactoring the code every time you see an improvement opportunity, quality will take care of itself.
    • Focus on having open, honest and professional discussions with customers; trusted partnership will take care of itself.
    • Promote culture of failing fast and encourage making mistakes, time to market and innovation will take care of itself.
    • Implement the DNA of Value Flow into the organization, and cost will take care of itself.
    • Focus on respecting and improving skills of the people in your organization, the results will take care of itself
    • Destroy the cubicles , both physically and mentally,  and the waste will have a tough time to find a place.
    • Focus on building great teams; and great products will take care of itself.
  • Liked Jayaprakash Puttaswamy
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    Agile Transformation Strategies - Insight from software & non-software world

    Jayaprakash Puttaswamy
    Jayaprakash Puttaswamy
    schedule 3 years ago
    Sold Out!
    90 mins
    Workshop
    Intermediate

    Large-scale agile transformation across organization is not only challenging to implement, but also relies heavily on strategic leadership skills of the organization leaders who drive it. In this workshop, apart from me sharing my experience of driving large-scale agile transformations from an agile coach and strategist’s point of view, participants would be encouraged to share their valueable insight as well through agile innovation games. The workshop attempts to unwind some of the intricacies of challenges involved in enterprise agile transformation and it would be presented at a big-picture level, connecting the deeper insights to agile transformation strategies. The workshop would be organized around "Agile transformation challenges" and "Strategies for effective agile transformation". Strategies described focus around Adoption, Delivery and Scaling aspects of the transformation.

  • Liked Sharad Julka
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    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
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    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!

  • 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 Anil Rao. M
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    Balancing between Project Manager and Scrum Master roles in large scale Agile/Scrum based software development engagements

    Anil Rao. M
    Anil Rao. M
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

     This would be an experience and POV sharing session on how in offshore heavy, large scale distributed Agile/Scrum based engagements, teams deal with

     

    • Challenges encountered in dealing with a co-existent Project Manager and Scrum Master roles
    • Balancing between living by the Manifesto, established Project Management practices, and the hard reality of life
  • Liked Yashasree Barve
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    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 Howard Deiner
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    Contracts in the Age of Agility

    Howard Deiner
    Howard Deiner
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    “Fixed price, fixed deliverables, and fixed schedule” contracts are just about the worst way to write contracts involving software, yet they are the most popular – so what are some techniques to use to fix that?

    Organizations that perform professional services for software development or develop software on a work for hire basis are usually engaged bound by extensive contracts.  These contracts are typically characterized as “fixed price, fixed deliverables, and fixed schedule.”  These, of course, are the vertices of the “Iron Triangle of Software Development” and foreshadow a poor outcome due to issues that make the requirements gathering and project estimation phases that precede contract negotiation so prone to error.

    Given this, the question becomes one of “how can I engage clients in a way that allows us each to achieve our goals?”  If Agile and Lean methods are the status quo for good development practices, how can I write contracts for development services that embrace this mindset and let each side achieve it’s goals better?  This lecture and roundtable explores the many facets of this question and provides the attendee answers that they can use going forward.