While it is true to say that people’s attitudes and beliefs are key to implementing an agile project, or Agile in itself, much of the use of the term ‘mindset’ implies a mental model that can be defined and engineered. In this presentation, we will look at how we can measure attitudes within an organization and use multiple small actions to trigger the rapid evolution of organizational culture, so that it can sustain agile developments. Mindset and the alignment-based ideas of some on the Agile movement too often imply creating homogeneous beliefs and values that will lead to full alignment. In practice, this damages resilience and can be dangerous. This presentation will introduce the idea of coherence instead of alignment - the celebration of cognitive and behavioral differences that can align if needed to support the delivery of sustainable solutions.

The Test Automation Pyramid is not a new concept.

The top of the pyramid is our UI / end-2-end functional tests - which simulate end-user behavior and interactions with the product-under test.

While Automation helps validate functionality of your product, aspects of UX validations can only be seen and captured by the human eye and is hence mostly a manual activity. This is an area where AI & ML can truly help.

With everyone wanting to be Agile, make quick releases, the look & feel / UX validation, which is a slow, and error-prone activity, quickly becomes a huge bottleneck. In addition, with any UX related issues propping up cause huge brand-value and revenue loss, may lead to social-trolling and worse - dilute your user-base.

In this session, using numerous examples, we will explore:

• Why Automated Visual Validation is essential to be part of your Test Strategy
• Potential solutions / options for Automated Visual Testing, with pros & cons of each
• How an AI-powered tool, Applitools Eyes, can solve this problem.

Forming, or Launching, a new Agile Team is a critical step that is very often skipped due to lack of knowledge, time pressure or just eagerness to get on with work as soon as possible. This workshop discusses and demonstrates the importance of taking the time to launch teams and provides hand-on knowledge on how to Form a Team. This technique has been used by several organizations in the US and Australia. The last being the 2nd largest bank in Australia launching teams in an organization of 4500 people.

Agile and Scrum teach us that self-organizing teams are key to success. But what to do with the power, ranks, and authority? Shall we give up them completely? I don't think so. Shall we rely on them exclusively? It kills self-organization. This talk is about why managers (well, everyone to be fair) strive to use their power, what to do if the system provokes you to do this, and how to find a balance between power and self-organization.

Delivering a compliant product is a resource intensive and challenging activity for most teams. Whether a team is trying to adhere to company, industry, or international standards, it needs to produce deliverables under tight deadlines with the right level of quality.

When you work with Forensic teams the stakes are high! Next Generation Sequencing (NGS) is a new forensic DNA sequencing technology which can result in increased detection ability for degraded and complex mixture samples. It can also provide ancestry and physical trait information which help's narrow down suspects.

Join Aprajita Mathur as she shares how her team successfully built the first Forensics, NGS “sample-to-answer” platform, working in a cross-functional team, using a scrum-based methodology, yet in a compliant environment. For her team, the stakes were high, timelines tight, and quality was of upmost importance to ensure the truth is always found: An integrated “sample to answer” solution to aid forensic investigation teams must be accurate, precise, reliable, and provide information in the timescales of investigation. Aprajita discusses myths about software development in regulatory space. Take away agile practices that deliver compliant products, using agile artifacts to meet specifications with minimum effort, release after release.

Mike Cohn advocated writing user stories in a “As a <user> , I want <action> so that <benefit>” template because it put the system requirements in first person, thereby bringing an inherent user perspective to design and helping product owners prioritize effectively. However, the user perspective has so far not captured the user state of mind or mood resulting in terribly designed interfaces and bad user experiences.

Let us look at a couple of user stories to understand this concept.

a. As an entitled-to-support user, I want to enter my broken in-warranty hard disk details so that I can create a support ticket.

b. As a valid user, I want to like my friend’s post so that he gets fake internet karma.

For a development team, these user stories mean fields, buttons, backend, fancy CSS and that is all. But if you look closely, user in story 1 is not just an entitled-to-support user but a ‘frustrated and dejected” user whereas the user in story 2 is a ‘happy’ user.

How about rephrasing the user stories in the experience template

As a <user> , I want <action> so that <benefit> becomes As a <mood> <user> , I want <action> so that <benefit>

Since the purpose of user stories was to initiate and enable team discussions on features and not be the actual task set in stone, I strongly believe that capturing user mood in the story would enable better design discussions and even sharper prioritization.

The circular design is the future of innovation and it is IDEO who says it and who carries the project.
For its creators, it is the natural child of design-thinking and the circular economy, this economy based on reuse and recycling. The design undergoes what the industries have gone through: the time has passed when the product designer created "from scratch" and without worrying about the impacts, we must take into account the existing, environmental footprints, waste that we product, what can be recycled. In this vision, the very concept of product evolves: it is part of a complex ecosystem and a chain of use on the model of food chains. No product dies, everything is transformed. It is a design respectful of its environment, in phase with the major subjects of society, eager to limit the mess it creates. This presentation is an opportunity to understand the underlying principles, the steps and to come out with first ideas of experiments. This is one of the first conferences on the subject.

How could tomorrow's products be created with the tools, processes and roles of the last century? If the tools evolve exponentially, if the processes adapt themselves jitterily to the shocks induced by digitality or agility, the roles remain largely defined by those created at the beginning of the 20th century, but all those who have been in a managerial position are well aware of this: the managerial lessons do not stand up to the reality on the ground, and the situation at the beginning of the 21st century is not that of the twentieth century 
Being a manager is not enough anymore, you have to be an increased manager, whom I call Leaders, a defiled word but easy to remember.
The proposal made in this presentation revolves around 10 new axis: from "knowing how to have a vision" to "knowing how to train new leaders", we'll talk abour motivation, about delegation, about decision... 
We'll try to extend the notion of management to other modes of thought, to other modes of action, and even to other functions.

You think you have the idea of ​​the century? You have found the method that will revolutionize everything? Agility will be grat again ? Good for you.

On the other hand, if you think that the idea will impose itself or that the intelligence always wins, you will be disapointed soon.

Winning with your ideas is a war and it must be done as such. We will discuss the theme of the curve of adoption of ideas, the strategy of conquest and relays on which to rely.