Raising the Bar: Being a true influential agile leader

This is a nurturing workshop for Agile Managers to become effective influential servant leaders, to support enterprise agility.

This is a workshop for Agile Managers and above to help them shed the command and control behavior and be more of a facilitator and coach for their teams. At the end of this workshop, the participants will understand and appreciate the insights and techniques of being an Agile influential leader. The participants also walk out with a concrete action plan on how they support the agile teams and organization. The whole workshop runs on the technique of asking powerful questions to the participants, thus making them think towards the path of self-discovery.

The number of participants for this session are limited 20-25

 
 

Outline/Structure of the Workshop

Agile Values & Principles Overview [15 min]

I will distribute the printouts of Agile manifesto and 12 Principles and initiate a discussion by asking 3 powerful questions. Every table has to discuss among their team and debrief later. Discussion points are:

Are leaders in alignment with these values? Talk about their journey to alignment: 1. faith that this is a sound proven framework; 2. trust in teams to do their best; support teams; 3. review results, adjust continue support. This should not be the first time leaders have seen this; if it is ask why? Even if they did not go to training, it is their responsibility to know this stuff since their teams are doing it. I will ask what the challenges are and write those on flip-chart.

When reviewing these, I would help them talk more about the impact to leaders/managers. Ask for some examples of these in practice that they have seen. Ask what the challenges are and write those on flip-chart.

Leadership Expectations & Agile [10 min]

I would show a sample of company expectations from their leaders, and I want each team to recollect the expectations from them in their organizations and write them down. Next I would want each team to relate their organization expectations to 12 principles of Agile. I would give few minutes to discuss among the teams and later one person from each team summarize.

Leading the change [10 min]

I will show couple of slides on what is leader role in leading and driving organizational change, and I will show 8 steps of leading change.

Next, I will ask 3 questions to each team and they have to discuss and write the answers to questions on the flip chart and later one person summarize. They may also discuss the challenges they face while navigating through the change.

Leadership effectiveness and style [20 min]

I will show couple of slides on leadership effectiveness based on three key areas and ask few questions on An agile manager’s effectiveness can be enhanced or lessened by how these three key areas affect them; e.g. do their own managers and leaders support them? What is their leadership style? If they tend to micro manage, it will be harder to be effective in letting go; if they can’t walk the agile mindset talk, teams won’t buy-in and stick with it…

I’ll read the slide and then let teams know you’ll be diving into each area. I will ask the teams to describe what culture means to them, and then write on flip-chart I will also ask the group to describe their current company culture, write answers on flip-chart; have discussion on how the descriptions affect their effectiveness, positive or negative I will also help to identify that a leadership style is so important when working through change and especially with agile Summary – if we can get these aligned, effectiveness increases and adoption can go smoother and possibly faster with better results

Being true agile influential leader [15 min]

I will show couple of slides on how an agile leader can drive and support organizational change. I will ask questions based on the slides so that the participants can relate the organizational change with their current work place and write few challenges on the flip chart. Finally, a summary slide of the Agile leader

Next Steps and Action plan [10 min]

In teams, I will ask participants to choose 3-4 challenges listed and discuss possible solutions and actions they can take going forward. Next, they have to complete the action plan listed in the handbook.

Closing [10 min]

Any Q& A Quick retrospective about the workshop

Learning Outcome

  • Understand your current state in the transition to Agile & what it takes to move forward
  • Understand how Agile supports & aligns with organization Leadership Expectations
  • Understand how you can improve your effectiveness as an Agile leader
  • Understand your current leadership style & how it aligns with Agile
  • Understand the key areas of focus for Agile leaders
  • Leave with a personal action plan of next steps

Target Audience

Managers and Senior Leaders in a Organization

schedule Submitted 5 years ago

Public Feedback


    • Naresh Jain
      Naresh Jain
      Founder
      Xnsio
      schedule 5 years ago
      Sold Out!
      45 Mins
      Keynote
      Advanced

      On Agile teams, collaboration is the way of life. Our leaders want their team members to work closely with each other, have shared goals and even think as one entity. Why? Because we believe that collaboration leads to happier, more productive teams that can build innovative products/services.

      It's strange that companies use the word collaboration very tightly with innovation. Collaboration is based on consensus building, which rarely leads to visionary or revolutionary products/services. Innovative/disruptive concepts require people to independently test out divergent ideas without getting caught up in collaborative boardroom meetings.

      In this presentation, Naresh Jain explores the scary, unspoken side of collaboration and explains in what context, collaboration can be extremely important; and when it can get in the way or be a total waste of time.

    • 20 Mins
      Experience Report
      Advanced

      What is it about?

      This is a story about building appreciation and feedforward culture in the organization.

      I am going to talk about a bottom-up experiment based on Jurgen Appelo's Merit Money, conduced in the biggest e-commerce company in Poland - Allegro Group. It is a story about learning throughout an Agile experiment to get the most out of it. Primarily the experiment was intended to challenge the existing bonus system based on forced ranking. It turned into appreciation and feedback system with some sweets involved. 

      This feedback system has grown to more that 230 people involved from 3 different physical locations and still grows virally. We made a structure in which there is a coordinator in each location. If at least part of scrum team plays the game, SM is the first line contact. He distributes credits and exchanges them for sweets. Also cooperates with coordinator who is responsible for making sure system works well in his location.
      Iterations are now 2 weeks. We introduced a requirement that credit has to be filled in with short description what you thank for, in order to be exchanged. This was to promote written thank you’s and avoid situations where people hand over credits just to get sweets.
      Also every quarter we change credits appearance so that the previous credits cannot be exchanged for sweets. This is to set a time box and “flush the system”.

      Is it for me?

      Do you feel your team could be more engaged in their work? Trying to get rid of silos in your organization? Then this is for you.

      Get inspired by this simple game, in which there are several instant feedback loops, fun, gambling and sweet prizes.

      Oh, I forgot... and you'll find an answer on why we call it Fudge Candies.

    • Susan Gibson
      Susan Gibson
      Co-Founder & CEO
      Temenos+Agility
      schedule 5 years ago
      Sold Out!
      45 Mins
      Workshop
      Intermediate
      Surprisingly, not all enterprises have a vision. And, when you're talking about delivering products & services at scale, not having a vision, or, worse yet, having one that no one knows or believes in, results in chaos, which leads to confusion in the market and ultimately losing customers.
       
      Susan Gibson (SPCT) has worked with 1000's of change agents to create personal visions, that are then turned into compelling shared visions for their teams, divisions, and institutions. When individuals see themselves in the vision, that's when the enterprise hums. Susan will share stories of how these compelling shared visions gave the enterprises she's worked with the focus they needed to truly delight their customers.
    • 20 Mins
      Experience Report
      Intermediate

      The role of Leadership in organisation's Agile transformation is a critical piece. Yet many organisations struggle to find the right balance between top-down vs. grass-root transformation. I would like to share an experience where we were able to achieve fairly good grass-root movement, but had serious challenges building the agile mindset at the leadership level. While the leadership was trying to help with the best of their intentions, certain actions, behaviours and patterns did affect the spirit of agility. If you are keen to hear about typical leadership anti-patterns during agile transformation and some pointers on how to avoid them, this session is for you.

    • Anand Murthy Raj
      keyboard_arrow_down

      Anand Murthy Raj / Sundaresan Jagadeesan - Philips - Enterprise SAFe Transformation Journey

      20 Mins
      Case Study
      Advanced

      About the company

      Philips is a healthcare multinational company that focuses on building complete health care products and solutions for emerging markets, in addition to developing solutions and products for global markets, across the three sectors Healthcare, Lighting and Lifestyle. Using the expertise of its nearly 2000 engineers in Bangalore and aligning the marketing and sales teams the campus is responsible for creating and rolling out a complete set of products that include a whole host of solutions for global customers. It also contributes to global solutions in critical health care component development for connected consumer devices and renewable energy.

      Executive Summary

      Beginning of 2014, an external survey brought out the issues wrt time to market and code quality. Taking the survey results positively, the Leadership embarked on an Agile/SAFe journey with pilot projects. The results were amazing and with the currently learning from the pilots, the organization is running 25+ deployments within. The journey has started and Agile release trains are delivering periodic value to our customers at defined frequencies.

      Background Objective/Challenge

      Product quality, consistent & predictive delivery and quicker time to market are the key challenges the organization is trying to address today. Continuous Innovation is constrained due to the above issues and hence there is need to find a new way of product development which can meet the dynamic business needs, foster people engagement and deliver meaningful products to the world.

      Target

      ScaledAgile has been used as a framework for product development across the organization global. The whole organization is undergoing a transformation from waterfall way of working to the SAFe agile way of working and roadmap is till 2019.

      Agile Initiative

      The Framework used for the transformation can be summarized into 4 major steps

      1. Develop products in the Agile way with focus on Basic Agile practices (Scrum)
      2. Establish Product Ownership with focus on Enabling Scaling aspects (SAFe practices)
      3. Establish a release pipeline with continuous integration (supported by Automation)
      4. Adopt a DevOps Culture with focus on Continuous delivery (to production environment)


      This includes a comprehensive diagnosis of the various business processes, agile practices and behavior, engineering practices, delivery maturity and recommendations for the transition. A coaching and tooling plan is also an outcome of the diagnostics.

       Measurable Impact

      • Predictable Releases to customers (hitting the market with features every three months with features and business criticial bugs with less than 2 weeks with all the regulatory compliance)
      • Capitalization
      • Feature planned vs Feature delivered per program increment > 80%lose
      • Defect reduction co t 45%
      • Team velocity – Baseline vs actual.
      • Very high sense of ownership and high levels of engagement

      Transformation team Profile

      Global team

      • Agile Capability program manager -1 FTE
      • Agile Deployment Program Management – 1 FTE
      • Communication expert – 1 FTE (Today we are 0/1)
      • Coordination - 1 FTE
      • Enterprise Agile Coaches – 16 (Today we are 9 /16)

       

    • Evan Leybourn
      keyboard_arrow_down

      Evan Leybourn - If you need to start a project, you’ve already failed #noprojects

      45 Mins
      Talk
      Beginner

      I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. If you need to run a project, you've already failed.

      By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.

      This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.

      This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.

    • Siraj Sirajuddin
      Siraj Sirajuddin
      Founder
      Temenos+Agility
      schedule 5 years ago
      Sold Out!
      45 Mins
      Workshop
      Advanced

      Enterprise Agile Transformation initiatives are BIG. Change at this scale of thousands is tough. 

      The Leaders and Executives involved in these initiatives are going through their own personal transformation. Change at this scale of one is equally tough. 

      Siraj Sirajuddin (SPCT) has worked with hundreds of executives leading enterprise agile transformation initiatives. These are their stories of personal growth and individuation. We will hear how transformation at a personal level is the leverage for transformation at a collective level. We will also learn of unique methods that activate personal transformation for leaders who are ready to step into their leader persona but are unable to get that from traditional leadership training and coaching methods.

    • Ellen Grove
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      Ellen Grove - Everything Is Better When We Stick Together: Building Team Working Agreements

      90 Mins
      Workshop
      Beginner

      Whether a team is brand-new or seasoned veterans at working together, explicitly defining and/or refining a team working agreement will help the team to align on how they will work together effectively to meet their common goal. In this fast-paced hands-on session, participants will go through the process of building a team working agreement using LEGO Serious Play (LSP).

      Creating a team working agreement helps team members set the stage for effective communication and high performance by making assumptions about ‘what really matters to us’ and ‘how we will work together?’ explicit and negotiable.  Great working agreements address some difficult topics - what values do we share? how do we want to deal with conflict when it comes up? how will we handle problems within the team? - which are often challenging to discuss openly and honestly, especially when a team is first assembled.  

      This session will show you how to use LEGO Serious Play to encourage a frank and fearless discussion in order to kickstart these discussions so that a team can quickly create a powerful set of simple guiding principles for working together.  Participants will learn about the importance of team working agreements in creating team cohesion and common understanding of shared values and operational guidelines, and experience hands-on how to use the LEGO Serious Play cycle of build-share-reflect to have a participatory discussion to identify shared values, explore reactions to conflict, and build a set of simple guiding principles.

       

    • Rathina Bala
      keyboard_arrow_down

      Rathina Bala - A Leadership Journey to Organizational Agility

      Rathina Bala
      Rathina Bala
      Director - Products
      W - StartUp
      schedule 4 years ago
      Sold Out!
      90 Mins
      Workshop
      Advanced

      This workshop will take the participants through an exciting journey of leadership that adopted scrum as the core philosophy to its glory to organizational agility. 

      The journey begins like an ordinary one with teams adopting to scrum. But eventually it takes a turn to impact orgnaizational boundaries, gets the touchpoints with organizational values, philosophies and becomes a strategic enabler. 

      The journey starts from getting scrum into the organization as an alternate to traditional product development patterns. Then the journey becomes rough ride for the organization due to organizational boundaries. Along the rollercoster ride, the leadership realizes the power of scrum as a tool for effective decision making, leadership showcase and eventually a strategic enabler. 

      This workshop will share the journey line, leadership conundrum, organizational values and value mapping/amalgamation, and finally the sacrifices behind the achievements.

    • Sean Dunn
      keyboard_arrow_down

      Sean Dunn / Chris Edwards - To Estimate or #NoEstimates, That is the Question

      45 Mins
      Talk
      Intermediate

      The #NoEstmates twitter hashtag was intended by Woody Zuill "..for the topic of exploring alternatives to estimates [of time, effort, cost] for making decisions in software development. That is, ways to make decisions with ‘No Estimates’."  Based on twitter traffic it has been successful at generating activity.  It's a bit debatable as to whether it has really spawned much exploration.  In this talk Todd will actually do some exploration using real data from over 50 projects at companies ranging from startups to large enterprises.  In addition to the analysis of the data, Todd was able to build a simulation model of the software development process to both replicate the data to and explore the conditions under which estimates add value and when they do not.  Based on the findings from the data and the simulations, along with an analysis of the types of business decisions that organizations need to make, Todd will provide some pragmatic advice for estimators and #NoEstimators alike.

    • Dan R Greening
      Dan R Greening
      Managing Director
      Senex Rex
      schedule 5 years ago
      Sold Out!
      90 Mins
      Workshop
      Intermediate

      We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

      Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

      Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

      In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

      This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.

       

    • Prasad
      keyboard_arrow_down

      Prasad - Movers & Shakers of Enterprise Agility

      Prasad
      Prasad
      Prasad
      HolleyHolland
      schedule 5 years ago
      Sold Out!
      45 Mins
      Experience Report
      Intermediate

      With business agility being the new watchword in senior management circles, many enterprises are looking for ways to adopt this into their technology practices. However, it is imperative for such an initiative to go beyond the mere adoption of agile in a few projects.

      To run an effective enterprise there are different  systems and applications in every value streams.  There is no one size fit for all. There could be a broad pattern/ classification  like 'Money making applications' 'Applications which bring efficiencies to their operation' and 'Applications which are critical from a regulation and compliance perspective'.

      My session is going to focus on experience and patterns that helped in  achieving Agility in the above categories of applications   with respect to  key 'Movers & Shakers' in the system.  

    • Dan Montgomery
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      Dan Montgomery - OKRs - Building Strategic Agility in Your Enterprise

      Dan Montgomery
      Dan Montgomery
      Agile Strategies
      schedule 5 years ago
      Sold Out!
      90 Mins
      Workshop
      Executive

      Agile is a radical evolution in how we think about work flow – AND how we engage people’s intelligence and commitment in the process. So now we’re doing a faster, better, more engaging job of ….. What? And Why? The “What” and “Why” questions are the stuff of strategy – purpose, vision, customer value, competitive advantage and sustainable financial performance.

       OKRs (Objectives and Key Results) are the missing link between agile practices and alignment with the larger mission and purpose of your enterprise. Developed in Silicon Valley and adopted by industry leaders including Intel, Google and LinkedIn, OKRs are the framework for individuals and teams to set their own goals and align agile action with overall business strategy.

       In this workshop, we will explore

      • How business strategy is evolving from a waterfall model to an agile approach
      • Extending the idea of “cadence” to include ceremonies for enterprise-wide strategic conversations that create “line of sight” for individuals and teams
      • The use of OKRs as goalposts for strategic alignment and agile action
    • 45 Mins
      Talk
      Advanced

      This talk is an experience sharing session about what it takes to realize business benefits in a large-scale (beyond 100 people) agile transformation. Having driven more than 4 large-scale transformation initiatives (of scales 160 to 700 people) over last 5 years, I would be sharing a couple of case-studies where I worked recently and I would discuss various challenges of implementing large-scale transformation and possible approaches to handle them. Participants would be engaged through interactive discussions on mutual experience sharing with a focus on key dimensions of agile execution.

      As the title reveals, the talk would focus more on execution challenges and approaches to handle them at all levels of stakeholders involved in a transformation. Levels include developers, architects, managers (project/engineering), senior management (delivery/program management, directors) and CXO's. More details in Outline section. 

      The key dimensions to be covered include

      1. Building and sustaining learning culture (approaches include Community of Practice, Guilds and Joint Workshops)
      2. Causing the mindset shift in engineers (different approaches for developers, architects and engineering managers)
      3. Enabling managers to create and nurture agile engineering culture (approaches include effective metrics about quality of code, tests, application and build)
      4. Inverting the Test Pyramid (approaches include test automation strategies, BDD, dealing with Legacy using Strangler pattern, Component Guardian pattern)
      5. Leadership Agility (approaches include catalyst style of leadership, risk driven decision making, leading the change)

       

    • Devesh Chanchlani
      Devesh Chanchlani
      Consultant
      Steerlean
      schedule 4 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      Effective "Code-branching" strategies are still one of the most ignored in Agile development world. In this talk, using case-studies, I would like to present what is wrong with traditional strategies, how it hinders teams to deliver continuously and why Trunk Based Development (TBD) is a durable solution. Furthermore, the talk aims to explore various strategies (code/dev and ops) that enable teams to attain TBD. Finally, the talk ends with successful TBD case-studies.

    • Regina Martins
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      Regina Martins - The Spiderman antidote to the anti-patterns of Agile leaders

      Regina Martins
      Regina Martins
      Agile Coach and Trainer
      agile42
      schedule 5 years ago
      Sold Out!
      90 Mins
      Workshop
      Intermediate

      Leading in an Agile environment is all about mindset and understanding what motivates people. This interactive workshop will unpack the superhero archetypes of Agile leaders with their related Agile leadership anti-patterns.

      Many leaders come into an Agile environment and feel threatened by a perceived loss of control. Successful Agile leaders empower the team and acknowledge that they can choose their own work and solve their own issues, pull themselves out of the detail and focus on supporting the team, know that if the team succeeds they do too, and are emotionally mature and are not constrained by ego.

      The best paradigm to frame the concept of leadership in Agile is that leadership is encouraged at all levels. As such everyone working in an Agile environment is a leader. In smaller organizations this is probably easy to encourage. In larger organizations, where the “Title” or “Position” predominates defines who is a “leader” and who is not, anti-patterns tend to emerge which do not support an Agile culture, even if it is the organisation’s stated vision to become Agile.

      In this instance the physical manifestations of Agile are put in place such as physical boards, Scrum ceremonies and an attempt at co-location are put in place. The danger here is that the Agile adoption will be a shallow one and will remain superficial. When the awesome magic of implementing Agile right is not achieved then people blame Agile as being the problem. It is not Agile that makes teams, projects and adoptions fail; it is people that cherry-pick those aspects of Agile that they like and are easy to implement that put the adoption on the path to failure.

      All too often leaders dismiss Agile as something the development teams do, rather than as something which affects them too, and that their role is important for its successful adoption. The role of leaders cannot be underestimated to turn a shallow adoption of Agile and make it a deep and lasting change for the organisation’s benefit. In this case, adoption in a small team or program will start the journey toward the tipping point that will make it a lasting organizational change.

      This may cause confusion, manifested as cognitive dissonance, in the leader. They may be asking themselves these questions:

      - How am I supposed to behave in a changing environment?

      - What behaviors am I supposed show to support the values and principles of Agile?

      - How do I support support the teams now?

      This workshop is based on my learnings and experiences as line manager of a development team in a large organisation, and Agile coach in large organisations in how leaders can in many instances unknowingly "sabotage" Agile initiatives, as well as experiential insights on what the enabling leadership behaviours and characteristics are.

      As part of this talk I will share the following:

      • What are the superhero archetypes of Agile leaders.
      • What are the related Agile leadership anti-patterns?
      • Discover the antidote to these anti-patterns (or the good patterns to replace the anti-patterns).

       

    • Bennet Vallet
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      Bennet Vallet - How Predictable is Your Agile Project

      Bennet Vallet
      Bennet Vallet
      Sr. Principal
      ActionableAgile.com
      schedule 5 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      “When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

      The metrics of flow provide a comprehensive, analytics driven methodology for agile development at scale. By capturing real-time flow metrics and by using powerful analytical tools such as the Cumulative Flow Diagram (CFD), Cycle Time Scatterplot, and Monte Carlo Simulations one is able to more effectively manage the complexity associated with very large scale software development. Better management of complexity ultimately leads to better predictability.

      Further, these metrics provide transparency at all organizational layers. At the team level the metrics provide real-time information and act as a catalyst for continuous improvement; and at retrospectives the teams will always have the most accurate, critical and objective information upon which to base any action. For Scrum Masters and the team the metrics provide insight and levers to pull. This level of visibility is crucial to decision making as most organizations and teams can perform multiple types of work across varied layers of work-units.

      Similarly, at the enterprise and/or program level the metrics provide the transparency required to effectively manage complex and geographically distributed development and maintenance environments. One is able to track progress, productivity and pro-actively act on systemic issues such as infrastructure concerns, resource capacity, cross-team dependencies, and integration.

      Flow metrics are the most effective means to manage to predictable outcomes in an inherently uncertain field. The use of Scatterplots and Monte Carlo Simulation based on real historical metrics eliminates any need for subjective estimation. At all levels of an organization, these metrics provide much higher levels of confidence and more realistic projections.

    • Raji Bhamidipati
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      Raji Bhamidipati - Remote working in an agile world

      45 Mins
      Talk
      Intermediate

      Remote working in an Agile world

       

      My experience of being a remote tester in an agile team

       

      Main statement:

      What does it mean to you/your colleagues/your company if you are a remote worker? How is it different to being an ‘office worker’? Let’s find out!

      Abstract

      Picture this!  – I landed a job with a company and team that I had wanted for a long time. Everything was going to plan until after about a year when I faced relocating to a far off land due to personal reasons. Imagine having to give up a job that you love and believe is going to be good for your career progression. Imagine working for a company that’s so awesome that, when I told them I had to move, they offered me the chance to become a full time remote worker!

      This was about 6 months ago and I have been a full time remote tester since then. I have learnt a lot during this time and want to share my experiences with you.

      Geographical limitations no longer stop people from working on awesome teams, or stop companies recruiting the right testers for the job. There are huge benefits for the remote worker and the company alike.  However, there are also drawbacks on both sides and remote working is not something to take lightly.

      At NewVoiceMedia we run a ‘Remote Working Community of Interest’ where we tackle some of the difficulties faced by remote workers as well as enjoy the benefits. To make remote working work there have to be changes made by the remote worker, the company and the colleagues who work in the office.  I want to present what these changes could be and could potentially mean to you, and your team.

       

       

       

       

    • Subramanian N
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      Subramanian N / Amey Gokhale - Enhancing Client experience through Agile & Design Thinking

      60 Mins
      Talk
      Intermediate

      Design thinking a user-centered concept is being adapted by an increasing number of organizations to boost their output of innovative products and services in order to gain a competitive edge on the market. This paper presents a project that has been taken from conceptualization to design and execution by consciously modeling the development and test process based on Design Thinking and Agile principles. The success of integrating Design Thinking with the Agile approach enabled re-thinking everything we do from the standpoint of our clients, and intentionally designing products and delivering the product.

      The team knew from the onset that the focus of this project was about understanding customer needs & challenges, and creatively finding the best solutions to meet those needs. Design Thinking set the tone for both Development and Quality, as the team empathizes with users through observation and feedback early in the design cycle to build the best possible prototype, and then expects to learn and iterate through testing. The challenge was broken down in steps of understand, explore, prototype and test the problem and solution, and then repeat as necessary.

      This paper will focus how Design Thinking and Agile principles that helped the team to overcome the challenges and its impact for driving a cultural change.

    • Madhavi Ledalla
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      Madhavi Ledalla / Devesh Chanchlani - Autonomy in Teams - Why & How !

      90 Mins
      Workshop
      Intermediate

      This is a fast paced workshop of 90 minutes, split across 3 progressive parts/activities. The intent of the workshop is to bring out the challenges that organizations face due to their traditional structure, during their Agile adoption journey. In the workshop, we emulate such an environment and try to have a first-hand experience of the difficulties faced both at the team and managerial levels (Part A). Subsequently, we let people form their own teams which are "Autonomous". (Part B). Now, we deliver as newly formed teams. (Part C).

      The final debrief revolves around importance of "Autonomous teams" in terms of quality and individual motivation.