This workshop will address how an entire organization can be run in an agile way, where people and interactions are more valued than processes and tools, and where responding to change is more important than following a plan. You will get unique insights into Business Agility in practice, both from a managerial, financial and human perspective. You will benefit from Bjarte Bogsnes’ extensive experience. He has helped companies all over the world getting started on a Beyond Budgeting journey, including his employer Equinor (formerly Statoil) – where the budget (and much more) was kicked out 2005. This and many other great case stories and practical examples will be shared. 

Learn how to trust and empower without losing control, and how to redefine performance – with dynamic and relative targets (or no targets at all) and a holistic performance evaluation. Understand how dynamic forecasting and resource allocation works, and also other examples of self-regulating management mechanisms, including transparency. Bjarte will also share insights into KPI and OKR pitfalls, and bonus problems. 

Learn from the fringes! Understand how management innovation can provide just as much competitive advantage as technology and product innovation!

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Your team can be ten times better.

What does that mean? That means your professional team can accomplish 10x more work, do it with 10x more quality, 10x faster, or with 10x fewer resources. Your family can be 10x happier. Your school can be 10x more effective at helping people learn. Your community group can be 10x better at making life better for the people it serves. Even you yourself can be 10x more effective at getting what you want.

In other words, you can be great. Your team can be great.

Greatness

Can you say these things about your teams?

1. My projects are completed effortlessly on schedule and within budget every time.
2. Every team I’ve ever been on has shared a vision.
3. In meetings, we only ever do what will get results.
4. No one blames “management” or anyone else if they don’t get what they want.
5. Everybody shares their best ideas right away.
6. Ideas are immediately unanimously approved, improved, or rejected by the team.
7. Action on approved ideas begins immediately.
8. Conflict is always resolved swiftly and productively.

The Core Protocols are one way to make teams that have these characteristics.

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The default use of an "estimate-driven" approach is pervasive in software development efforts. While estimates can be useful for some things, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate. [NOTE: For this session, I am referring to the use of estimates of cost, time, or effort for software projects, features, or tasks.] 

There are a number of things to explore. For example, do we really need estimates for everything we currently use them for? Are we getting a reasonable benefit from them? Is it possible to manage software development without them? 

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The Deployment Pipeline is a central concept in Continuous Delivery. It represents an effective, controlled channel through which all changes destined for production pass.

A defining objective in CD is to work so that our software is always in a "releasable state." By applying high levels of automation to our development process, in the form of a Deployment Pipeline, we pass all changes to our production systems through this channel and evaluate them prior to release. This means that the pipeline quickly becomes a strategic resource.

As our use of this important tool grows, the performance of the pipeline, in terms of the rapidity with which it can give valuable feedback on the quality of your work, becomes a central concern.

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A review of how the challenges of all space missions, especially EDL missions, requires a design mind set to maximize efficiency, minimize mass, and make the impossible possible.

Dr. Sengupta will touch on how space technology and design philosophy can serve to mitigate climate change here at home.

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Welcome Address and Agile India Conf Overview. Here you will get al the important details you need about the conference. So don't miss it.

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The problems with traditional management, including budgeting

- Beyond Budgeting 

- the background and philosophy

- the 12 principles

- Companies on the journey; examples of how they operate

Implementation advice

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Want an easy tool to help you start building the best team of your life?

That’s exactly what the Team Transformation Canvas is: a practical worksheet to help you and your teammates discover the best in each other and put it into action.

For attendees, the canvas facilitates individual self-awareness of their current emotional state and their desired personal outcomes. They develop a deepened understanding of what drives their behaviors and actions. By identifying and owning these intrinsic motivations, participants align their future actions with their most inherent needs—creating their own unique pathway to professional and personal self-actualization. Finally, the canvas facilitates deep emotional and supportive connections with each other—the building blocks of a high-performance team.

The canvas can be used as a solitary contemplative exercise for self-improvement, or as a tool for bootstrapping a team toward intentional greatness.

Attendees leave with actionable next steps to improve themselves and their teams. And they’ll know how to use the canvas with their own teams, to help other individuals and teams gain deeper insight into themselves, so they can pursue their greatness.

For those familiar with the Core Protocols, the canvas facilitates a super-fast individual and team boot-up. 

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Do you think in pictures? If so, you are part of 65% of people who are visual learners. In Agile, we have a lot of complex concepts that we need to understand and explain to others. Sketchnoting or visual summaries can help you learn more effectively, retain information and connect ideas. It can also be used to share with your teams to communicate in a fun and engaging way. 

Here’s the good news: everyone can draw! It’s not about art, it’s about capturing and communicating ideas. Sketchnoting uses words and visuals to summarise information in a unique and memorable way. 

Sketchnoting as a skill can help you in your personal journey of learning, as well as sharing with your teams. 

Join this workshop to become a sketchnoter, you’ll never look back!

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SoftwareTeaming [Mob Programming] is a cost-effective, collaborative, and fun way to get work done together. It's a whole-team approach to development, where coding, designing, testing, and working with the "customer" (partner, Product Owner, User, etc.) is all done as a team. In this session we will bring up 4 or 5 volunteers and we will do a simple coding exercise to demonstrate the basics of teamwork while writing code.  

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Agile Transformations are often treated as projects, with grand plans to implement new ways of working, with ambitious deadlines.

This approach assumes that the result of an Agile Transformation can be knowable in advance and that all the information and expertise is already in place.

However, an organisational transformation is a process of knowledge discovery and learning, where we need to make small changes, sense and respond.

Thus rather than looking into the future to make our plans, we should look to the present, understand the current situation and explore adjacent possibilities.

Concepts covered will include: 

• Cynefin
• Wardley Mapping
• Directed Opportunism
• Backbriefing
• Catchball
• Agendashift
• Katas and OKRs

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Innovation doesn’t happen magically.

Innovative products are created by first developing insights, conducting research, and performing experiments, then honing in on a solution that finally delivers the breakthrough. Curiosity, creative thinking and an exploratory mindset is needed to remain open to the new, the untried, the unconventional.

However, ingrained attitudes, bias and assumptions impede creativity and learning. We may think we know ‘something’ and so fail to explore ‘what else’.  It’s easy to be prejudiced by our entrenched beliefs.

So how do we stay curious and not remain stuck in our own ideas? One answer is mindfulness. Mindfulness enables us to remain open and objective. It allows us to investigate phenomena from a neutral, impartial, unbiased position. Mindfulness loosens our perceptions to see things with clarity and openness. In this session, you will learn how mindfulness helps you maintain a curious mindset that drives product innovation.

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Today, there is no dispute that Diversity, Equity and Inclusion (DEI) should be a business priority. Significant results call out its impact on employee engagement, experience, connection, trust, performance and enabling inclusive organizational culture. 

From its inception, Thoughtworks' approach to DEI has been fundamental to our values, culture, vision, community and business strategy. We understood early on that the true value of DEI can only be realized if it’s integrated within all aspects of the business, across functions and specifically within teams. 

Thoughtworks has been an early adopter of agile software development and Extreme Programming (XP). As leaders in this space and an organization whose very foundation is built on the pillars of DEI, Thoughtworks has benefitted from years of following a unified approach of integrating Agility, XP and DEI principles into our software teams, thus bringing the best of these together. 

In this talk we will share our learnings, success stories and perspectives of integrating DEI with an organisations Business Agility journey and why this is much needed in the changing landscape of our businesses today. 

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Working in collaborative, self-organising teams can be challenging and it is important that all team members understand the group dynamics involved and how to effectively facilitate these sessions.    

In this highly interactive and experiential workshop, you will learn how collaborative workshops can be planned, organised and run; and how each team member can contribute to achieving maximum effectiveness - while identifying potential pitfalls and how to avoid and address them. This workshop will also help you recognise your own natural facilitation style and become more aware of where you need to adapt based on the maturity and needs of your teams.

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Join Jules Yim as she facilitates one of the Cynefin Co's most popular workshop methods called the Future, Backwards. Originating from the field of futures and foresight, Future Backwards is a sidecasting technique that helps both homogenous and heterogenous groups of people discuss and make sense of a range of possible futures. It is also effective for lessons learnt, historical analysis, conflict resolution and context setting.

This workshop will focus on Future Backwards to compare and contrast different aspirations as to the present and the future of Agile – how do we see it now, and what futures are possible? This method is interactive, thought- and discussion-provoking, and best of all, fun! You might wonder where the 90 minutes went by the end of it, and you will leave hopefully inspired by shared vision of Agile's future, and for the facilitators amongst you, another engaging workshop method for your repertoire.

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We’re growing used to talking about the importance of autonomous, high performing teams, and of bringing different technical disciplines together. But most organisations are more than their technology, and delivering great services requires organisations’ operations, policy, strategy and other functions to pull in the same direction. Drawing on experiences of bringing together teams across a broad range of disciplines in the UK and globally, James Stewart will look at why now is the time to really think multi-disciplinary and what some of the foundations are for much more inclusive digital work.

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Transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance. In this talk, we will discuss the various causes and the strategies we have used as outside consultants to overcome (or at least mitigate) this resistance to change, and create meaningful transformations with our clients.

Transformation efforts must overcome a myriad of challenges to achieve success. Some of the inhibitors we will discuss include:

• Executives unaware of the transformation
• Failure to engage all the necessary parties
• Individuals losing power with the transformation
• New roles and disappearing roles
• Lack of an effective Change Agent
• Success conservatism
• Lazy buyers
• Blame-oriented cultures

For each of these inhibitors, we will cite a) situations where this occurred, b) mitigation actions to overcome the inhibitor, and c) the effectiveness of these efforts. We will conclude by suggesting some best practices we are currently employing in anticipation of likely inhibitors, including our newest proposal process of only selling complete solutions to our clients (not just body-shopping people).

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Hypothesis-driven development is thinking about the development of new ideas, products and services - even organisational change - as a series of experiments to determine whether an expected outcome will be achieved, so we need to know how to design and run experiments properly.

This session helps participants understand the importance of using experiments to help teams and organisations learn and improve, while giving hands-on practice in designing experiments to yield measurable evidence for that learning.

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What’s the secret to successful agile initiatives? Teamwork and effective collaboration, of course.

It’s important to set up teams for success as well as implement continuous improvement processes to ensure antipatterns and difficulties are addressed. Team chartering and retrospectives are commonly used for exactly that. However, some team charters are nothing more than a series of dot points containing generic ideas or vague statements. Learnings from retrospectives can be easily lost or forgotten. And how the team integrates with the outside world is often overlooked.

The Team Collaboration Canvas is a new tool specifically designed to help teams to create a shared vision, confirm working agreements, and support continuous improvement. It provides a simple method for teams to capture and confirm their ways of working along with team goals, ways to improve, and importantly, the context around their work environment including how they collaborate with customers and the broader organisation. This session will explore the Team Collaboration Canvas and how to use it to build awesome agile teams.

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Have you ever wondered how genre-defining games & products come to life?

After working on Rock Band, The Sims, Netflix, ebay, Ultima Online, & Covet Fashion… I learned something surprising. 

These breakthrough hits did NOT start off by going after a large TAM (total addressable market). 

Instead, they focused on capturing a narrow “beachhead” of eager customers & grew from there. 

And contrary to what I expected - these high-retention hits did NOT start off with polished onboarding, or fleshed-out mastery systems. 

Instead, they started with a stripped-down “core habit loop” that gives people a reason to return - & once that’s working, they tune the loop to deliver a better experience as someone becomes more skilled.   

So… how exactly do you build & tune a Sticky Loop that drives retention?

And how do high-need Superfans help you iterate fast & find product/market fit? 

In this tactical workshop, you’ll learn how to

• use behavioral signals & “struggling moments” to identify your Superfans 
• create sustained engagement in your product by designing Sticky Loops
• drive adoption & retention with research-based habit-stacking

This workshop includes in-depth examples from Rock Band, The Sims & Replika.ai. 

If you want to build retention & accelerate product/market fit, this is for you!

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A team is “greater than the sum of its parts”, but what does this mean in practice? Using insights from Google’s Project Aristotle research, we explore ways of getting feedback quickly to empower and improve team high performance. 

In this session we will cover the 5 traits of High Performing Teams as defined by Google’s well-known study on team effectiveness:

-      Psychological Safety 

-      Dependability 

-      Structure and clarity 

-      Meaning 

-      Impact 

Using insights from a two-year data-driven survey run across 180 employees and multiple Agile Teams, we will cover learnings, tips and techniques to help you run the same in your teams. 

If you are interested in the answers to these questions: How do we use this theory in practice in our teams? How do we improve team effectiveness using feedback from our teams? How do we empower leadership with data to improve and increase positive traits within teams?

Join the session to find out more...

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Delivering training is easy. But will they remember it next week? And will they still be doing it months from now?

Chances are the answer is, “no.” Most corporate training fails at its goal of effecting organizational change, and most training of any kind fails because of something called the Forgetting Curve. Without regular practice at new skills and concepts, people can’t remember what they learned in a class. It’s not their fault—it’s simply a human trait. So how do we facilitate effective learning? How can we support learners with effective courses, skills practice, and learning environments?

Lisa Sieverts, Alireza Boloorchi, and Richard Kasperowski created and teach Agile courses at Harvard University and Oklahoma State University, and they teach, coach, and consult in industry. They share their experience in designing effective courses and co-creating excellent learning environments. They guide you through a series of fun activities to create your own Agile curriculum and learning modules.

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Large transformation programs are the need of the hour given the massive amount of digital transformations that are undertaken by organizations. Be it moving away from on-premises systems to cloud or building data lakes or analytics programs or transforming business processes through an industry standard SaaS solution, it often turns out to be a multi-year, multi-vendor program with enormous amounts of dependencies.

Agility is being able to respond to change quickly. As Andy Hunt says, one test that can tell whether one is agile or not is their ability to adapt quickly to a significant change in technology, business or market conditions. Small iterations, fast feedback, incremental development, faster time to market are typical hallmarks of any agile program.

Then is agility in large transformation programs an oxymoron if those two look poles apart? How can one bring agility in large programs where the value delivery is at the end of a long program timeline, or where the word ‘change’ is often frowned upon.

This talk brings to you challenges and lessons learnt from bringing in agility in transformation programs such as ERP implementation, cloud transformation, consolidation or migration efforts. The talk will discuss examples of where these efforts worked or failed, why those were used, how it was implemented and its benefits and influence on bringing agility in large programs.

Let us together discover what is the art of possible or whether it's really an oxymoron.

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World entropy is continuously increasing – world is becoming more VUCA (Volatile, Uncertain, Complex, Ambiguous) – it can be a threat or an opportunity, one can surf the wave or drown in the water – depends on one’s Agility, be it an organization, team or individual professional.

Agility is essentially about sense and respond – how quickly one can sense the Customer/Market needs & respond to create value and continuously adapt to the changing contexts.

To be surviving and thriving in VUCA world one needs to constantly Innovate what they produce and how they produce & deliver/serve. Diversity is the source for Innovation and Emotional Intelligence (EQ) is the basis for diversity to co-exist and collaborate. And Mindfulness is the practical way to develop Emotional Intelligence, as demonstrated by Google-Stanford program ‘Search Inside Yourself’.  

Why is it difficult for organizations and teams to sense and adapt to the changes? Fundamentally it’s because of the inability of people to let go/unlearn the past legacy and rethink the future.

This workshop integrates all these aspects and creates an experiential journey for participants to change the mindset, learn & apply techniques to BE Agile.

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After having prototyped and implemented Agility at team level, many organisations  particularly focus on scaling the experience at enterprise level. While there is an agreement that  Agile is an effective approach for complex systems, , we tend to paradoxically define Agile scaling models as if organisations were simple predictable systems, manageable by fixed frameworks.   This workshop is a  hands-on session that invites  participants to discover and experiment  the "2 loops" transformation model , defined  by Berkana Institute. 

Inspired by the cycle of  living organisms, this systemic approach,  it describes how a business or social system rises,  then declines to make space for a new one, and  how change agents can effectively support  the sparks of change , while securely hospicing the old system. You will learn - and live!- what are the main roles spotted in the two loops model and how we all position ourselves in these roles in a continuously changing organisation.

You are the character and the agent of the change you are in. The 2 loops model empowers you both ways.

Workshop's stepstones: 

- Dominant system: what is the dynamics of dominant systems? 

- Emergent system : How to observe and nourish a new system? 

-  People in the midst of change: What are the main roles spotted in the two loops model? How do we all position ourselves in these roles?

- Driving actions: What are the actions that different change agents take to insure the transition and address the natural resistance to change?

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The deployment pipeline is a central idea in Continuous Delivery. It represents the channel through which ideas inside your business flow to the outside world so that they can be delivered to your users in the form of working software. First steps in creating a working deployment pipeline are very rewarding. They help to improve the quality of the software that you create and usually lead to happier users. 

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As we head into the third year of a global pandemic - facing economic & political uncertainty, customer retention is becoming a huge challenge. This is why retention has replaced growth as a north-star metric. Mainstream companies are:

• putting the "Customer Journey" front and centre
• leveraging habit-stacking in early product design
• using narrative storyboards to test concepts quickly
• setting up a pre-launch community to accelerate product/market fit

In this dynamic keynote, you'll hear real-world stories that will help you learn 3 key tips for building a high-retention product/platforms:

Tip 1: Leverage Habit-Stacking to remove friction & drive uptake

Tip 2: Build feedback & progression around customer transformation

Tip 3: Develop your re-engagement loop before polishing your onboarding

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Around the world there’s growing interest in Digital Public Infrastructure - the way that governments and societies can build strong digital foundations - and Digital Public Goods that help us share the best practices, standards and code that support it. Together these tools should help solve wicked societal problems like financial inclusion, public services, benefits, etc at scale and speed. Examples from India’s Aadhaar to the Open Banking standards that started in the UK to Brazil’s new payments systems have driven thinking about digital platforms and infrastructure to the top of the agenda of the G20 the UN and many other bodies. Viraj Tyagi of the eGov Foundation and James Stewart of Public Digital will discuss the developments they’re seeing, the importance of the agile community and how the community can connect with the work.

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Agile has become domesticated, and it’s time to get back to its complex roots. 

At the Cynefin Co, we believe that as development cycles become more complex and time-to-market accelerates, Agile processes and development need to become more adaptive and allow for deeper levels of sense-making and emergence, not less… Meanwhile, some industry players are striving to standardise and dumb down these same processes with one-size-fits all frameworks (usually supported by an easy certification).

This talk picks up on the theme of Rewilding Agile, reflecting on new developments and tools in the past year in the context of a multi-methods, multi-tools ecosystem. Join us and a growing movement of AGILE professionals globally, to explore alternative futures and ways of engaging in our work.

You will leave with an understanding of the concept of Rewilding and how it applies to Agile. This presentation is planned as a companion piece to the Future, Backwards 90-minute workshop also run by Jules Yim, but neither are prerequisites for the other.

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Back in-person? Attend this workshop to feel confident making awesome posters for your teams. Flipchart posters and hand-drawn visuals don’t need to be difficult. Tap into the power of visual workshops by learning the skill of poster-making to increase engagement, generate ideas and insights. 

Take your retrospectives, training, workshops, or events to the next level by creating eye-catching and engaging posters. The applications are endless. All you need is the basics of creating simple and effective posters. 

In this workshop we will cover: 

-      Benefits of hand-drawn posters 

-      Basic elements 

-      A range of templates and ideas for your posters 

-      How to apply different layouts for different purposes

-      Visual metaphors and branding 

Add this useful skill to your toolbox as a scrum master, agile coach or facilitator. 

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This may sound a little outdated but I designed this workshop during COVID times to engage stakeholders better by using User Stories more efficiently. The idea of the workshop is to help people move away from the notion that User Stories are merely a As a .. I want .. so that writing template to a full fledged way of engaging with every stakeholder involved during a product's lifecycle. The topics covered include myth busters around user stories, 3 amigos, specs by examples, BDD, ATDD, Zero defect policies, etc.

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Being able to develop, test and easily deploy a single microservice is a key indicator for a successful transition to a microservice style architecture. The challenge arises when determining how the new microservice will interact with your existing system meaning that they need to undergo comprehensive integration testing before deployment. This slows down the path to life and highlights problems at a much later point in the microservice lifecycle. Contract Driven Development helps you to shift left and identify compatibility issues earlier in the development life cycle when they are easier to catch and fix.

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This  session invites you to discover  what Agile Leadership can be, by giving you concrete keys to open a three dimension perspectives :

1. Inner leader : Learn how to reveal and grow your own type of leadership and discover what are drivers to allows you to reinforce it

2. Co-Leadership ; Develop how you can be a leader among other people present in your ecosystems  and learn how you can foster le collective (shared) leadership 

3. Leader at Service: Create the level of awareness that will motivate you the most in your leadership journey:  explore how you can put your leadership skill at the service of your team, organisation and of a shared purpose among all your stakeholders.

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The world is on fire! None of our improvements in software development will matter at all if we can’t change the course of the climate crisis. The software lifecycle creates direct and indirect carbon emissions: it has a footprint, worsening environmental problems. So, it's time to examine how agility can help to reduce energy consumption and ensure greater - environmental, social & economic - sustainability. The point is not to pursue sustainability for altruistic reasons, but to understand that over time, sustainability is also becoming a key factor that determines the success of companies, both in the search for talent and for customers and markets.
In this session, inspect real data to gain a holistic perspective of your team or company’s current situation regarding agile sustainability. Comparative Agile Sustainability is an approach that we created in a small team with the support of data analysts that serves to anchor and promote the awareness of sustainability in an (agile) team and/or company. The evaluation was published under creative commons and is therefore freely available to all interested parties. By using the results of this validated assessment, agile teams and organizations can better understand how they can increase their own effectiveness and contribute to increasing sustainability across the industry.

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Software Teaming (Mob Programming) is a cost-effective, collaborative and fun way to get work done together. It's a whole-team approach to development, where coding, designing, testing, and working with the "customer" (partner, Product Owner, User, etc.) is all done as a team.

In this session we'll cover some of the important ideas that I used as guidelines in  conceptualizing creating software as team.  The 4 main points I'll touch on are:

1 - Make it Easy for everyone to excel

2 - Turn Up The Good on the things that are going well

3 - The Failure to Communicate (and a little on how to deal with this)

4 - Leading from Within - the need for each of us to lead and follow dynamically

With these things in mind, we were exploring ways to improve our ability to collaborate, and landed on the idea of Mob Programming / Software Teaming. However, these ideas have been meaningful to me in finding ways to improve our work environment.

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This experience report explores three different MicroProcess architectures and the situations in which each was applied. We start with a traditional, Design Pattern-based approach which still efficiently handles customizations without resorting to complex message-passing designs. Then we follow up with a different architecture appropriate when many tasks must be done, but the order is not too important (with examples). Finally, we discuss the uber-popular MicroService architecture, but with a focus on solving the “fuzzy” problems that lack definitive answers (fraud detection, loan risk, etc.) Each of these has base code in the public domain! If your environment requires constant tweaking for individual clients, you don’t want to miss this talk!

MicroProcess refers to a family of architectures which share some key traits:

• Low coupling of components
• Ease of introduction of changes
• Simple management of variations

The first architecture is rooted in Design Patterns (GoF book). Working through several patterns, we build a traditional architecture that retains flexibility. We include several recent applications of this process as well:

• Command pattern: The base pattern captures individual tasks, as well as their reversal
• Composite pattern: We glue these individual tasks into groups
• State pattern: Handle the restoration of suspended processes
• Visitor pattern: Extract the state of a process, necessary for resuming a process

The second architecture is an evolution of MicroServices, without having to invest in complex cloud configuration issues. In this architecture, a Step captures the individual tasks, and Status captures the current state. The Steps are executed (in any order!) until a steady state occurs (Status is not changed). The Status then reflects:

• Successfully results
• Negative results (aka Errors, which need correction)
• Pending results, and the responsible party

Through the Status, a UI can be built to resolve pending issues and errors.The final architecture inspired the original term MicroServices. In this architecture, an event bus is used to isolate the tasks from each other, and to restrict coupling to only the message format (JSON in this case). This architecture addresses problems without clear-cut answers (“fuzzy” problems in my world) like fraud detection, decisions to lend money, finding the best advertising copy. It also supports implementation of the various tasks in the appropriate language. The use of this architecture in several projects will be discussed.

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Most of the world’s largest organisations are attempting an enterprise Agility transformation but not all are succeeding. One recent study shows that 75% of all Agile transformations fail. This makes us wonder if the Agile values and principles from the 20-year-old Agile Manifesto is still conducive to today’s new ways of working? 

We need to recognise that while new technologies bring some consolation for overcoming the challenges of new ways of working, the real secret to success is hidden in the mindset and cultural shift. Leaders who focus on providing psychological safety in a modern workforce culture are helping their employees be the best versions of themselves, both physically and mentally. 

Drawing upon more than a decade of Agile transformation experiences in multiple organisations across nine countries, Dipesh will share real-life case studies and insights in this highly interactive session to provide clear guidelines, organised around seven key areas that will be useful for leaders and organisations wanting to unleash the full potential of their Agile teams. Be inspired by knowing what serves to catalyse and nourish a modern workforce culture – and what does the opposite.

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In the agile community, a lot of people focus on mindset. 
I agree the right mindset and attitude is important. 
Yet when I think about how I learned about agile, I did not learn it from listen to people talking about mindset.
I learned it from doing. 

In this talk I will teach you different techniques that can help you build an agile muscle 

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Innovation is risky. That’s why successful innovators validate their ideas before building them. 

And the best way to validate your product idea is to test the right prototype on the right early customers. 

In this high-impact workshop for product leaders and entrepreneurs, you’ll learn how to turn your ideas into a product that people come back to, again and again, with a proven system that takes the guesswork out of product discovery. 

During the workshop, you’ll put together a rapid innovation playbook to help your team:

• Zero in on product/market fit by talking to the right early customers 

• Boost engagement with a skill-building habit loop

• Save time by testing your product with no-code storyboards

This workshop will teach you advanced techniques that power the biggest hit games & products of our time - & dramatically increase your odds of success.

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A hands-on development of asynchronous MicroServices using a bus architecture!

This is the original MicroService workshop by the person who Adrian Cockcroft (of Netflix) cites as the first use of the term, MicroService. While “MicroServices” is becoming a heavily over-worked term, it has been interpreted many ways. In this hands-on workshop we will explore a particular style that matches “fuzzy” problems, that is, problems that lack a definitive solution, like fraud detection or recommendations. Using tiny asynchronous services, we create an environment that supports continuous experimentation, that was the core of one of the most successful implementations. Given an animated specification of flow, we will embark on delivering the proposed services, wrestling with the issues common to this new paradigm. Participants have a choice of languages, with new starting code in Java, C#, and Ruby. At the end of the workshop, we will discuss MicroServices challenges and organizations that are optimized for such architectures.

It is one thing to talk about MicroServices. It is another altogether to have to build them. The instructor, Fred George, is cited by Martin Fowler as one of the co-inventors of the MicroService architecture, and cited by one of those co-inventors as the first use of the term MicroService.. He has refined it and used it extensively over the last dozen years, mostly on the “fuzzy” problems (see Dave Snowden’s Cynefin model’s Complex and Chaos segments). After a brief introduction of MicroService principles, we will watch an animation of a MicroService environment. We will start with new versions of pre-built skeleton microservice environment (RabbitMQ message bus with a couple of starter services in Java, C#, and Ruby). We will then design and implement additional services to broaden the overall functionality. These additional services can be written in any language that will run on the participant's laptop.

While pairing is strongly encouraged, it is not required. In the final stage, different pairs will implement different services, yet they will all run together implementing the animation. Throughout the workshop, we will stop as participants come across common issues with MicroServices. We will use this time to discuss best practices. We wrap up with the participants making observations on what they learned (and how it may be different from MicroServices they are currently implementing, if any). This is followed by presentations on MicroService challenges and the organization impact of rapidly developed MicroServices.

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