Battlefield Agility® is a quest to make our deliveries better, more collaborative, faster and effective. It relies on age old principle from the Army to provide a holistic view of the problem landscape which a project team needs to solve and be able to succeed in this, through small collaborative groups working in coordination to achieve the bigger goals.

Battlefield Agility® derives from the Agile manifesto and principles and adds to it the key ingredient of individual wisdom to create a plan for a team which will help it succeed in successful deliveries . This is a goal based approach to increase MVP and ROI.

The purpose of this method is to make team members more focused about their work, equal distribution of work in the team and increase productivity.

Battlefield Agility enumerates the mechanisms of planning, better field view to all team members, ease of multitasking, reduce task switching.

Key benefits of Battlefield Agility® 

  • A focused approach to software development as development proceeds through small battles to be won
  • Reduced multitasking and better efficiency of team members
  • Faster deliveries as the work is divided to right sized battles to be won
  • Parallel efforts by team members ensure the time to market is significantly lesser
  • Less process overhead as the collaboration is real time and more time is spent on the ground than on meetings
  • Small teams ensure close camaraderie and collaboration among team member
  • The team can even work on disparate work areas ( if required) in order to make best us of their expertise



Outline/Structure of the Workshop

This session is an introduction to a new Agile methodology that we have together devised, practices and evolved working with different clients. The methodology provides focused , intesntive approach to software development with lesser restrictions of time boxing and focus on using the strengths of team and team members for better deliveries

We will be running a presentation cum workshop during the session where the delegates practices the key concepts of the process on a real life problems and also prepare an action plan of their own

 Part 1: prensentaion on the process

            * Purpose 

            * Process Life Cycle

            * Roles

            * Ceremonies

            * Benefits

Part 2: Case Study Discussion

Part 3: Divide participants into teams and each team will create one battelfield board on sample project.

Learning Outcome

  • Thinking beyond the existing Agile methods and frameworks
  • A new way of working to ensure intensive focused deliveries
  • Understanding from the case studies to identify how they can use it in their workplace
  • Goal based Approach to increase efficiency
  • Helpful in increasing the visualization of work.
  • Hands on wokshop and case study will be helpful to implement this in their workplace.



Target Audience

Agile Team Members, Scrum Masters, product owners, executives, leaders

schedule Submitted 7 years ago

Public Feedback

    • Venkatraman Lakshminarayanan

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

      45 Mins
      Case Study

      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.

    • Johannes Brodwall

      Johannes Brodwall / Niruka Ruhunage - Remote Pair Programming

      45 Mins

      Can you maintain agile engineering practices with a distributed team?

      Johannes is the Oslo based Chief Scientist for the Sri Lanka based company Exilesoft. In order to promote agile engineering practices, he uses remote pair programming to connect with teams halfway across the world.

      In this talk, we will go through a practical approach for remote pair programming adopted for high-latency situations. We will demonstrate remote pair programming with a live example and we will discuss the advantages and usages of the approach. We will also cover the practical parts of remote pair programming, such as tools and setup.

      After seeing this talk, the audience should be able to remotely pair with members of their distributed team. They will also get a lot of tips on how to use pair programming effectively in both local and remote settings.

    • Michael Heydt

      Michael Heydt - Applying Lean UX to Capital Markets - Lessons From a Year of Lean UX on Wall Street

      45 Mins

      The Lean UX approach to interaction design is a spectacular model for defining and implemented what is needed in appications to support the users in their jobs, as compared to technical deliverables that in the end often do not meet the needs of the users.  In this talk, I will go over strategies for applying lean UX practices to capital markets projects, adapting UX to agile processes, including executing user interviews, rapid UX design, mockups to UI prototypes, and rapid implementation through continuous delivery and end user experience / acceptance testing.

    • Aman King
      Aman King
      Agile Technologist
      schedule 7 years ago
      Sold Out!
      20 Mins
      Experience Report

      Are you an Agile Practitioner? Or are you responsible for Agile transformation?

      Organizations that have begun their Agile journey welcome the guidance of an experienced Agile Coach. But external guidance cannot continue indefinitely as the only way to scale Agile.

      If you are in an Agile team, are you prepared to take on the coaching role for other teams once your Agile Coach moves on?

      If you are a manager, are you looking at grooming in-house coaches to scale and self-sustain transformation?

      The transitioning of practitioners into coaches can be key to your Agile journey. Individuals get to build on their potential, while the organization becomes more self-reliant.

      This session explores my personal journey from practitioner to coach. It should help you too in taking that first jump into the role of a coach. I will share real-world examples of dealing with on-the-fly situations, and of preparing upfront where possible. I will recommend resources, and mention handy techniques that should be in a coach's toolkit. The session essentially provides a kick-start for first-time coaches.

    • Nikhil Joshi

      Nikhil Joshi - Build - Measure - Learn : Without spending a fortune

      20 Mins
      Experience Report

      At times we have great product ideas but the biggest barrier to entry lies in answering few questions such as:

      - How do I define and validate Problem hypothesis, Solution hypothesis and Underlying assumptions?

      - How do I quickly setup a platform for people to register their interest?

      - What will keep the potential customers engaged, excited until the first release (or beta) is out?

      - How do I get feedback from the early adopters?

      - And eventually when I have answers to some of these questions, how do I make a decision to persevere or pivot?

      If you've faced a challenge while answering any of these questions while building/validating your product idea, this session is for you. We'll look at tools and techniques to validate the product hypothesis early-on without spending months or fortunes. We'll also look at a case study to highlight how some of these tools, techniques helped us validate our product idea.

    • Andrea Heck

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

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

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

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

    • Karthik Sirasanagandla

      Karthik Sirasanagandla - When Agile becomes Fr-agile..learn your lessons the fun way!

      45 Mins
      So you have heard of "Code Smells". Did you hear of "Agile Smells"? Yes or No; then this session is for you (us).
      In this session, Karthik intends to talk about the very many things that go wrong in companies that attempt to be or become Agile.
      But fault-finding is the easiest thing. Can Karthik provide concrete solutions? Yepp, he intends to share the solutions as well for most if not all the problems.
      And in same breadth seeks to know what others has to offer from their experience.
      Piquing your interest? Are you wanting to get a taste of some of the Agile smells? Below are some of them:
      * Belated Stand-ups
      * Non-participative stand-ups
      * War-zone Retrospectives 
      * Unfruitful Sprint planning meeting
      * Zero-Test development
      * Inverted Test Pyramid development
      * Gate-keeper QAs
      * Hierarchical Roles
      * Velocity Driven Development
    • Sharad Julka

      Sharad Julka - Performance Appraisal For An Agile Team

      45 Mins
      Experience Report
      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?
    • Tania van Wyk de Vries

      Tania van Wyk de Vries - Agile metrix: How do you measure the success of your agile implementation?

      45 Mins
      Case Study

      Humans are creatures of habit and agile is really challenging that part of our existence everyday. I have seen many teams thinking they now get agile and they take what they learned and just practice it everyday without really reflecting on where they are at or the fact that they are not really moving forward. So in order to say your teams and organisation are really becoming more and more agile everyday you need some metrix to measure against.


      The collection of the metrix are 2 fold:

      1. Metrix are tracked through the agile project management tools teams use. We have defined the below set of metrix to interrogate our data to tell us how we doing.
      2. Some of the metrixs are done by getting feedback from teams and clients through surveys.


      Some of the metrix include:

      1. Measurement of quality
      2. Measuring customer satisfaction
      3. Measuring team happiness
      4. Measuring continuous improvement in process and technical practices
      5. Measuring time to market
      6. Measuring ROI
      7. Measuring productivity
      8. Measuring overall project progress
      9. Measuring change and improvement


    • Vibhu Srinivasan

      Vibhu Srinivasan - Coding with Geeks- De Code the secrets behind TDD, BDD and ATDD

      90 Mins

      This session is a coding sessiont that takes a problem and shows clearly what is the difference between TDD, ATDD and BDD. Ths session uses code for the server layer as well as UI layer.

      This session is not for you if you do not code. If you do code, please bring your laptop as we delve into the details of all these styles of programming techniques.

      We will rotate between ATTD, TDD and BDD periodically and show it at use in different layers. This session will be using Java , Rails, Scala and C# together so that you can see how you can benefit do these techniques even when coding in different languages.

      We look at common pitfalls and wrong beliefs that programmers have when it comes to these concepts

      This session is purely keyboard and you will have to bring a laptop.

    • 45 Mins

      -Open Source development depends a lot on community, their feedback,

      their suggestions, their reviews and their enthusiasm.

      -For an open source development project, the community itself is the first customer.

      -Product release for the community provides a good starting point to assess

      how the product will be accepted in the market.

      -This is very beneficial as it gives the software development team an edge over

      its competitors as it gets the pulse of the customer

      -In many ways the open source development has the culture similar to that of

      an Agile enterprise.

      -The principles guiding open source development are similar to Agile principles

      -The session presents views on above as well as how open source development projects employ agile for

      both the community development and for their own licensed version of the software.

    • Naveen Indusekhar

      Naveen Indusekhar - Enticement for Agile Team and Metamorphosis of Managers

      45 Mins


      What does productivity mean to the team? What does sponsor want from a team? What happens to Leads and Managers? A ROLE PLAY by JP and Naveen

      The topic assumes that the organization is medium or large sized (about 2K+ employees) and has recently migrated or is in the process of transitioning to Agile methodologies. Further, stakeholders are aligned to the idea and they are wholly in understanding of what and why they want to go (gone) Agile.

      Do you see a scenario in the corridor where a Manager is talking to another Manager – “What happens to us in future? Where do we go? Are we required in this organization? Agile is killing us.”

      Do you see Leads (by designation) saying to his Manager “Hey my career was set to take off – I was to become a Senior Lead, and a Manager in 4 years. Agile has made me an average team member and stalled my growth.”

      What about a team member to another saying “Man, there is no point in increasing the velocity – that becomes a bench mark for us and we need to sprint at that pace for the rest of our lives! I also had lot of time for myself in chunks when other functional group was slogging and I could read a book, attend a training, catch-up with my friends, blah, blah, blah. Let us add substantial buffer in estimates to have a comfortable life and commit on minimal ideal hours. Let us rock as a team!!!!”

      Or a Manager talking to HR “I’m unable to hit the bell curve as an entire team is involved in successful delivery of the project” and HR saying “Sorry, but you are violating global HR policy by not doing so – there ought to be a superior performer and a poor performer.”

      You may hear a team member saying “I was headed to becoming a super DBA and now you are asking me to pick testing tasks, web development task, etc. If I don’t spend 100% of my time in my domain, I will be termed as jack of all trades and master of none. This is not aligning with my career development plans.”

      A VP saying to another “Not sure if Agile has increased our productivity, how do I know it is productive? I understand teams are empowered and self-organizing, but are they self-productive? And what is this fuss about Managers’ not happy with “no-role”. Nothing should change for them.”


      A workshop where JP and Naveen play various characters to address these challenges in an Indian office context. Welcome to an enthralling way of presenting the core human challenges in Agile adoption and implementation.