It is very unfortunate that we are becoming Hi-Tech every single day at the cost of Being Hi-Touch.

Recently i took a photograph of my family sitting in a room and not talking to each other but busy with their gadgets,This Paper is to help propagate the Agile Manifesto value "Individuals & Interactions over Process & Tools"

to provide techniques and Help Leaders, Coaches, Change Agents, Team members to understand people better in their teams and work with them more effectively. This talk is based on the DISC human behaviour model.

As a saying is It's not what you say It's what they listen and understand Matters.


Outline/Structure of the Tutorial

1. How it's unfortunate that we are living in a Hi-Tech World on the cost of Being Hi-Touch.

2. Context on Individuals & Interactions over Process & Tools

3. Current Scenarios that are faced on a day to day basis within teams while interacting with people, Stake holders

4. Using DISC model explain people in simple ways that how different people behave in different ways and what motivates them.

5. give useful tips on what language to use for different type of people.

Learning Outcome

Participants will get quite a few tips with them and more equipped to do more & better individuals & Interactions.

Target Audience

Coaches, Leaders, Change Agents, Team Members

Prerequisites for Attendees

The participants must be working in a collaborative environment.

schedule Submitted 3 years ago

  • 45 Mins
    Case Study

    Legacy financial organisations (viz. BFSI – Banking, Financial Services and Insurance enterprises) operate in a regulatory and high-risk environment. This session discusses some of the organisational dysfunctions such companies experience during their Agile transformational journey.

    The session will help you understand and empathize with such dysfunctions and some possible mitigation patterns. Sample dysfunctions below:

    • There are multiple middle management layers which are redundant and mostly resistant to change.
    • Huge upfront planning and big-bang delivery model is practiced.
    • Rewards and Recognition of individual performances still exists.
    • Command and Control mode of working still exists. For example, Scrum teams do not have the liberty to conduct Retrospectives.
    • Business teams are not aligned with IT teams.

    The speakers’ experience is accumulated over the years while working with multiple and large financial organisations across the globe.

  • Gaurav Rastogi

    Gaurav Rastogi - Agile Vendor Management Manifesto

    45 Mins

    Want to discuss and share the Manifesto which a group of coaches including myself have written.

    Please refer to for details

    1.1 The Governance
    The delivery team is governed by contracts. There are 2 types of contract we will be considering
    •The Master Contract : This is a contract signed between the Customer and Supplier Management teams and governs the entire set of Scrum projects being executed.
    •The individual work order level contracts: This is a contract which will govern the detailed work to be done by teams.

    This manifesto will take into account both the type of contract

    1.2 The Roles
    The roles covered under this Manifesto are as follows
    The Customer Management This is the management team of the customer
    The Vendor Management Team Vendor Management team will work on behalf of the Customer Management team in preparing the contract and negotiating the same with the Supplier’s management
    The Team The team will consist of multiple Scrum teams working on the projects governed under the Master Contract. They will end up working under the individual Work Orders signed up with the customer.
    The Supplier Management The Supplier Management team will negotiate the terms and conditions of the Master Contract of the contract along with the The Customer Management team (and the Vendor Management team).

    1.3 The Objective of this Manifesto

    The Objective of this Manifesto is to define guiding principles around the Customer-Supplier working environment with regards to working on Scrum projects. The assumptions made are
    •The environment is customer-supplier (i.e. an outsourced environment)
    •The environment is distributed and may not be co-located
    •The environment involves multiple vendors

    The Customers and Suppliers are integrated elements of a working environment in a project. The Customers and Suppliers will work together with a common goal and that is “Producing Value for the End Customer”. This manifesto supports the Agile Manifesto Value “Customer Collaboration over Contract Negotiation”.

    There are 12 principles which will support the Agile Value and are presented below in a format of Left over Right. The items on the left are valued more than the ones on the right.

  • Suresh Konduru

    Suresh Konduru / Gaurav Rastogi - Exepedia - Enabling Business Agility of your leaders

    45 Mins

    Exepedia is an Agile coaching model that was innovated during the Agile coaches retreat in India during Feb'17.

    In an organisational Agile transformation, one of the biggest reasons for failure is lack of alignment by various departments and their leaders. In many cases, engineering teams are Agile while leaders are still catching up.

    By leveraging this model, Agile coaches and Scrum Masters can help business leaders to co-create a shared transformation vision; and a collaborative plan for organisational alignment. Scrum Masters and Coaches can leverage this model to coach executives, senior leaders and managers. The model consists of a set of workshops (a mix of collaborative group workshops, one-one discussions, questionnaires etc.).

    It perceives organisational transformation in three stages - Know, Believe and Achieve - and conceptualizes the various activities during the three stages.

    The proposed session helps you experience Exepedia, in a workshop style.

  • Sathya Jayapaul

    Sathya Jayapaul / Vikas Goel - New Ways of Working for Legacy Mainframes Systems : A journey

    20 Mins
    Experience Report

    This presentation is on the journey of Agile and DevOps transformation within the Core Banking & Payments division in RBS. This division forms the heart of the banking and Payments technology of RBS. The division has around 25 platforms supporting 150+ applications with most of their technology base being IBM mainframes.

    These are critical platforms as 1 in 4 of all payments in the UK are processed by RBS' payment systems, with the total value of RBS UK & International payments in 2016 being around GBP 55 trillion.

    RBS has embarked on an audacious journey to change their way of working through the adoption of Agile and DevOps in their legacy mainframe applications.