Story is a profoundly important device to unite design teams around a shared product vision. This powerful communication tool helps us retain information and empathize with others. As companies scale and teams sprint through product iterations, it’s easy to lose sight of how your product should fit into the lives of your customers. The best way to keep everyone pointed in the right direction is with a clear, compelling story—a story that will unite and guide teams towards success.

But how do we fold storytelling into our design practice? Aarron Walter uses real-world stories of product teams at Disney, Apple, Airbnb, Twitter, and more to show how storytelling improves team communications and elevates design practice.

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.

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.

Business organizations are seeing seismic changes, and the business
landscape is continuing to evolve. In an age of rapid digital
transformation, customers are choosing a myriad of ways to interact
with your organizations. It is thus imperative that organizations stay
ahead of the curve to achieve its strategic goals in service excellence.

The playshop will be dynamic, highly engaging using a Hands-
On, Minds-On Learning approach to producing a deeper, more meaningful understanding through an experiential process.

Building a customer-centric organization by pushing customer-centric
culture to the next level. Customer Centricity is all about a Customer
Centric Culture. The responsibility of Customer Centricity in an
organization is with the employees.

Customer-centric culture aligns your product and service with current and future needs of a defined set of customers to maximize mutual long-term financial value. It depends on an organization’s capability to understand, predict and respond to customer, market and competitor dynamics. A Customer-Centric Culture transcends individual departments and functions; it integrates the way all employees behave and perform.

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.

Agile transformations are no child's play. There is inertia, restlessness, impatience and the constant desire to run away. Traits that anyone who has been a parent to little kids has encountered, and learnt in their own way how to handle.

This session looks at parallels between parenting and trying to influence teams through an agile transformation. We look at some of the things that successful parents do that can be done by leaders trying to take their teams through a transformation.

Because if teams sometimes behave like children, the leader needs to be a parent too!

I will focus on a possible transition of organizations who are introducing the agile way of working. Starting with a traditional project setup using permanent PMO (portfolio level) and a temporary PMO (project level). What will happen if the keep the team together as an agile team. What does that mean for the project manager. I will continue my story by adding an agile team. Coordination between the teams can be managed by a scrum of scrum. Still no need for a project organization with a project manager and a project board and no need for a temporary PMO. I add more teams and the coordination asks for a project manager. What dos this mean for a PMO? We can continue and institutionalize the coordination by using frameworks like Nexus, [email protected], SAFe et cetera and has an Integration Manager, a Roadmap Manager or a Release Train Engineer and Product managers and Product Owners. I will add some new to be created teams (aks for a Project Manager to organise) et cetera. I will end with an overview and positioning of different agile frameworks and the role of the permanent PMO (focus portfolio management and Center of Excellence) in an agile world.

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.