We come with the best intentions, go to workshops and conferences, get the best coaches, and then when we look at our process what we find is a classic Waterfall!

What happens between the time we decide to go Agile until we discover that we find ourselves in the same old patterns, just calling it Agile?

In the first part of the talk I will present some of the familiar patterns that "help" us re-implement the same process in other names.

In the second part I will share some tips to make a change that sustains agility.

During the talk I will share success and failure stories of my own and of others.

This talk is intended for managers and manager-wannabes who wish to implement an Agile transition that, unlike Waterfall, holds water.


Outline/Structure of the Talk

The session be constructed in two main parts:

In the first part I will demonstrate management patterns that hinder agility:

Which leadership styles, management tools, processes, roles, responsibilities and so on, are familiar in organizations and are counterproductive for agility.

The structure style will be as "This is how I managed to kill agility in X simple steps", with first-hand or second-hand real-life examples.

The second part will be constructed as a 10-tips-for-the-agile-manager style.

For each tip there will be either an assessment tool, or a pragmatic adaptation technique that can help increase agility.

The talk will end with a short Q&A session.

Learning Outcome

1. How to identify things we do today that hinder agility

2. As a manager, what can we start doing tomorrow morning, and how, to increase agility in my own work and in my teams.

Target Audience

Managers, Scrum Masters, Lean Mentors, Team Leads, PMOs, Anyone wishing to lead an agile transition


schedule Submitted 6 years ago

  • 45 Mins

    We know that agile methodologies work at the team level, and there is now even an effort to scale into whole organizations. 

    There is a clear reason behind this: we found ways to improve performance, by analyzing situations better, and making better decision. Every organization wants to apply this in every level. Like in the late 90s, new ideas are coming out that challenge the way we think, and this time they don't just answer development. Ideas like Beyond Budgeting, Lean Startup, Cynefin, Real Options, Feature Injection, SAFe, Design Thinking, #NoEstimates, Cost of Delay and others are spreading out, and while we know not all will last, you never know which might fit your situation.

    In this session, I'll give a summary of what's hot around the agile world, with some criticism and application in the real world. 14 years after the original manifesto, organizations start to experiment again. I always wished I was there when the first conversations took place. I encourage you to join in on current conversations. Let's start.

  • Gil Zilberfeld

    Gil Zilberfeld - TDD Patterns

    45 Mins

    You’re in that zen mode, ready to go into designing code with tests. You know all about emerging design, your mind is empty, and off you go.

    But wait.

    What scenario do you pick to start with? How do you translate not-so-specific requirements into example tests? What happens when you run out of examples? Do you ever get back to the first requirement, or skip between tests as more bright ideas flash into your mind?

    Over the years, I’ve discovered patterns I use in TDD. From improving names, mutating tests to create more examples, picking scenarios and differentiating them from their siblings. I’ve noticed others doing them too.

    In this session, I’m going to tell you about my experience, and what methods are effective for me. I’m going to show examples, explain the thought process, and tricks that help me along the way.

  • Gil Zilberfeld

    Gil Zilberfeld - ROI is Dead

    45 Mins

    We’ve always been told that because anything has both cost and value, we should make decisions based on Return On Investment.

    The problem is that nobody told us that it’s just plain stupid.

    ROI as a decision mechanism doesn’t work. It is possible to get the cost part right (maybe), but the value cannot be measured. We don’t know when to measure and even how. And because of the complex world we live in, the success of our next product depends on the one we’re working on now. Frankly we don’t know the impact of our current investment.

    Take testing for example: How do you measure value? Bugs caught before release? General customer impression a year from now? We can put a number on the investment, but not on the return.

    At this talk, I’m going to make the controversial claim that ROI can no longer be used as a planning tool. Organizations using it are risk-averse, deciding based on costs, rather than opportunity.

    Join me and the modern world, and leave the metrics of old behind!

  • Elad Sofer

    Elad Sofer - The evolution of Customer satisfaction

    45 Mins

    "Our highest priority is to satisfy the customer..." Says the agile manifesto. But how do we achieve customer satisfaction? 
    This topic has been bothering many people and organizations over the years and we have witnessed several approaches and practices to try and reach this Holy Grail.
    During this session I will review the evolution of customer satisfaction, starting at the dawn of history and ending with the tools and practices of today.

    I will review the tools being used by today's successful organizations and will provide some tips and advice on making sure your customers are happy.