• Dhaval Dalal
    Dhaval Dalal
    Naresh Jain
    Naresh Jain
    schedule 2 years ago
    Sold Out!
    90 mins
    Workshop
    Beginner

    "To know, is good. To live, is better. To be, that is perfect." - The Mother

    During the Agile adoption, its a common complain that many team in many organizations get caught up in the ceremonies or mechanics of Agile and fail to understand/appreciate the true value and spirit of Agile. And because of this, the original intent of the Agile movement itself is lost. This is a serious issue!

    This workshop will highlight, a well-proven approach to transformation (not adoption) and show the distinct steps in this journey that an individual or a collective goes through when learning anything new. Activities, serving as examples, in the workshop, will focus to show the journey - that is, how to begin with rituals, then gradually move to practices, arriving at principles and eventually internalizing the values. Witnessing this gradual process of transformation will help participants discover for themselves their current progression. We hope this will serve as a guiding light during their Agile journey.

    Finally, we will leave the participants to ponder upon and discover for themselves their ideals in life and work as this is not only applicable to software development, but also to any discipline where humans are involved, including life itself.

  • Karthik Kamal Balasubramaniam
    Karthik Kamal Balasubramaniam
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Most Agile teams learn the ceremonies and other Agile jargons sooner than we could imagine.They add few meetings to their project execution and talk in a fancy language that would make us believe in Agile utopia. Everything seems fine and happy, until one day their happy bubble bursts and they realize that they are just 'doing' Agile and not 'being' Agile. One primary culprit here is that the teams often neglect their core technical practices and don't challenge their status quo. Which means they don't change anything about the way they design, code or test but just modify their management processes and await a miracle. There are three primary reason why we observe this Agile smell in most teams. It is believed that there are no immediate results in modifying these practices, its is hard to change the existing practice because of umpteen man-made reasons and finally no one knows where to begin their journey.

    Here in this talk I would like to address the third challenge and explain how a (non-technical) coach could pair with the team members on their day-to-day activities and help them initiate this journey. The focus of this presentation is on the do's and don'ts while pairing with the team members. It will also explain the benefits of this exercise.

  • Ankur Sambhar
    Ankur Sambhar
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    We all know the importance of validating a feature before committing to getting it built. Validating assumptions help in avoiding the most frustrating and common problem – building something that nobody wants. However, validation is easier said than done. Building the right feature before we think of building the feature right is the key.


    Being Agile, we always try to leverage the quick feedback loop and adapt based on the end-user feedback. That’s good but it should not be used to validate the assumptions and that too after implementing a feature based on that assumption. It’s very expensive smile

    A more powerful and productive technique is to leverage Specification-by-example in defining and discovering requirements collaboratively with end-user, even before start working on the feature.

    This talk will focus on highlighting key aspects of effectively adopting SBE technique based on my own experience leveraging it successfully over and over again. It not only helps in grooming the feature requirement to tell a clear , simple and compelling story but it also helps in removing what is not needed.

  • Dhananjay Pershad
    Dhananjay Pershad
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    In my previous role as the leader of the of a products group, leading one-of-its kind agile transformation initiative, we tried to fundamentally change how value is delivered to customers in legacy technologies. In this experience report, I would like to share my insights about the agile transformation journey by unraveling the challenges and the remediation steps that has helped us in keeping this journey alive. To complicate things further, implementing agile in a mainframe technology stack is extremely challenging because people working with legacy technology/code-base, have a mindset that it is not possible to introduce modern tools/technologies or a different way of developing software in this environment. Specifically I would like to touch upon the following areas to drive agility across the organization:

    1. The need for Agile transformation initiative
      1. Time to market - Long release cycles; Impact on release feature relevance;  - Need for reducing release cycle as well as the need to build what is relevant
      2. Rapid changes in Data Center requirements as well change in direction for technology stack – Heterogeneous platforms, On Premise to Cloud, Web and Mobility driving different usage patterns – driving the need for more and faster innovation
      3. Lack of customer involvement in product roadmap and release plans – Need for early feedback and validation
      4. R&D - Lack of understanding of customer environment; Siloed functional groups inhibiting collaboration;  - De-risk knowledge levels within the organization; Improve cross functional team behaviors; improve engineering practices and usage of productivity tools
    2. Challenges faced during the journey – Communication; Expectation Management; Changing culture and behaviors; HR – role of HR, systems, processes, performance management, job titles/description, Rewards and Recognition; Skills – Technology as well as softer skills; Engineering practices and tools;
    3. Organizational changes introduced to make the transformation successful
      1. Communication and expectation Management
      2. Culture and behaviors – soft skills workshops, move from an I to a WE, emphasize on team thru team goals and team success, team based rewards and recognition; changed job description of managers to get effective participation and right behaviors as well as how they can contribute to the team success; Enabled cross functional skills (T skills / Generalists)
      3. HR – Systems/processes, introduction of new job titles and changes to job description, Team based quarterly performance goals and reviews, multi-rater feedback;   Moved from Individual performance reviews to team based quarterly performance reviews
      4. Engineering excellence – enabling skills and tools for continuous integration, build and deployment to provide faster feedback as well as shorter release cycles; improve quality;   Moved from waterfall to a daily integration and build model;  
      5. Value Delivery – Requirements voted to understand high priority needs; reduce release cycle; customer involvement during roadmap and release planning, sprint review feedback;   Release cycle reduce from 18 months to quarterly incremental releases

    Due to the nature and complexity of the change, the impact and touch points involved in this transformation, it is very critical to have an active and deeper participation from the leadership team to effectively plan change management to make the transformation successful.   Since it was a multi-year transformation initiative as well as continuous improvement journey, we had taken a phased approach to implement the overall transformation plan so as to take benefit out of learning coming out from each of the phases.

     

  • Liked Ahmed Sidky
    keyboard_arrow_down

    The Agile Team Facilitator; ICP- ATF Certification

    Ahmed Sidky
    Ahmed Sidky
    schedule 2 years ago
    Sold Out!
    960 mins
    Workshop
    Intermediate

    When you dissect most Agile practices (e.g. Iteration Planning, Retrospectives, Group Estimation Sessions, Backlog grooming sessions, etc.) you will notice that they are basically collaborative meetings/work sessions where a group of people need to creatively produce an outcome that they agree upon and can all commit to. One of the main duties of ScrumMasters and Team Facilitators is to design these agile practices and run them. Professional Facilitation tools are extremely valuable tools to help ScrumMasters, Product Owners, and Team Facilitators engage all the participants in the meeting, probe into their creativity and help bring them to consensus. Unfortunately many ScrumMasters, Product Owners and Team Facilitators are not aware yet of some of these facilitation tools and skills they need to design Agile practices to truly serve their teams. In this 2 day highly interactive workshop Ahmed will briefly introduce some of the basics of facilitation and some key facilitation tools and techniques such as Home and Away, Brain-writing, Nominal Group Technique, etc. During the workshop Ahmed will engage the audience in the "art" of facilitation and designing new innovative agile practices that can serve the team in the most effective way possible. All the tools introduced in this session will be applied to real agile practices and examples from real-life sessions will be incorporated to show the audience the practicality of the tools and that it is not just theoretical. For example he will show the participants how to use small groups and large groups facilitation tools to engage 50 people in a group estimation session for 300 stories where everyone participated and we finished in 90 mins.

Sorry, no proposals found under this section.