location_city Bengaluru schedule Mar 10th 10:30 - 11:15 AM IST place Mysore Hall 2 people 34 Interested

Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.


Outline/Structure of the Talk

7 min - Technical Debt Origins & History
8 min - Technical Debt in Other Fields
5 min - Technical Debt Quadrant explored
10 min - Cruft or Debt Game
10 min - Strategies for dealing with debt

Learning Outcome

  • History of the Technical Debt Metaphor
  • Challenges with the current common understanding
  • Why what you call “debt” is probably better described as “cruft”
  • How to manage cruft (debt)

Target Audience

Developers and anyone impacted by Technical Debt on Projects


schedule Submitted 6 years ago

  • Ron van Kemenade
    Ron van Kemenade
    ING Bank
    schedule 6 years ago
    Sold Out!
    45 Mins

    Digital proficiency is no longer just "nice to have" for banks; it is a requirement for successful customer engagement and long-term growth. In 2010, the company adopted an agile approach to software development and delivery - launching products in rapid iterations and adjusting them based on customer feedback. The shift to agile helped the bank clarify its development strategy and its customer value proposition. It also prompted ING to redefine its employee value proposition by shining a bright spotlight on the high-quality engineering talent required to lead digital innovation.

    We've digitized our processes to make transactions clear and easy for our customers. We've invested heavily in channels and touchpoints with our customers, introducing mobile and other technologies so that we can offer our services 24/7, anytime, anywhere. We've invested in analytics and in getting a 360-degree view of customers to better empower them to make important decisions about their financial assets. And we've introduced agile ways of working - in particular, a DevOps model.

    If you are interested in learning more about our transformation and vision behind it, this session is for you.

  • 45 Mins

    As we reflect back on our numerous struggles with making Agile Teams more efficient and operate like well-oiled machines, we are often overwhelmed with wondering how we didn’t learn the lessons faster or earlier.  Life is too short to learn from just our own mistakes – we have to learn from others’ mistakes as well.

    In this session, Dipesh will be drawing upon more than a decade of Agile experiences in multiple organizations across nine countries to share stories and challenges of transitioning into an Agile Leader, while also focusing on what we in the Agile community are struggling with most.

    There has been a lot written about techniques for creating great Agile teams.  Dipesh will take these theories a bit further, and look into how Leaders can build great teams, not by using a new method or management style, but rather by understanding their own Agile team dynamics and behaviour.  

    You will learn about the assumptions and challenges surrounding self-organizing Agile teams and how to build a stronger team of Servant Leaders.

    If you are a leader or an aspiring leader of an Agile team, this session will provide clear implications for where to focus your efforts so that you do not worry about the wrong things. You will be inspired by knowing how to establish trust within the teams that is required to embrace uncertainty and ambiguity while confidently making better decisions.

  • Bas Vodde
    Bas Vodde
    Consultant, Speaker, Trainer
    schedule 6 years ago
    Sold Out!
    45 Mins

    This talk is based on story-telling, where Bas will share the creation of LeSS and within that side-track on explaining better how LeSS works.

    LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas Vodde and Craig Larman while Scaling Agile development in many different types of companies, products and industries over the last ten years. There are several case studies available and an upcoming book describing LeSS in detail.

    LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams. All of these are also available on the less.works website.

    LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.