The Agile Manifesto begins with a declaration that there are better ways of developing things that were found by "doing it and help others do it". Later on, many experts decided that the better ways required "being agile": having the right mindset, a compatible culture, and scaling appropriately were the pathways to creating value.

Is this the best way to lead people to learn better ways of creating value? The answer to that question goes deeper than learning a slew of frameworks and methods offered through training courses.

India is the great fertile ground for agility on Earth. By drawing on the strengths of its own civilization, owning its own future, and mastering the fundamentals, India can help the world improve through agility on a global basis. This talk will bring us back to the Agile Manifesto and reveal how learning through making opens access to deeper levels of being, which in turn push and move our capacity to create vast amounts of value for all.

Throughout this talk will be a challenge to attendees to identify something to make in their world, and to use that to transform how they learn and teach and influence others to do the same.

Are you interested in learning how development team members can change their working style to be agile? Are you looking to learn how to improve developer engagement? Do you want to watch the benefits of agile technical practices in action? If yes, this hands-on demo is for you.

This interactive demo is designed as a role-play by the facilitators and the members of the audience. The facilitators will engage in a dramatized demo of common technical agility practices, sometimes involving the audience, so that the audience can themselves see their benefits in action.

Join this demo for living through the phases of attaining technical agility.

The core and largest component in Scrum framework is the development team. Development team converts the product backlog to a product increment on sprint by sprint basis. Many teams are more focused on quick delivery rather than quality delivery and as a result increases the technical debt without understanding the future impact on sprint works and product quality. Agile engineering practices can help to sort out the issue but teams are not practicing or following agile engineering practices as they are worried about the reduced deliveries and management support on decreased efficiencies. In this talk, i am going to focus on how its a good choice to start slow and pick up the pace as we move from sprint to sprint to ensure top quality work and reduced technical debt for the product with the help of agile engineering practices. It will also focus on organization point of view to accommodate and support teams for such practices.

• Persona Affinity - a technique to create and compare persona characteristics and task that quickly generates many stories.
• Story Gallery - a dedicated space with story cards for very large backlogs,which allows fast gathering of questions and comments on the potential size, complexity, prioritization, and feasibility of hundreds of stories.
• Fibonacci Affinity Popcorn - a space where teams can size, value and evaluate hundreds of stories within minutes.

Through this session, I will discuss

• The challenges faced during the agile implementation in some of the big projects from various industries
• What steps we took to overcome these challenges
• How some of the solution worked and some didn't yield the results as expected
• Key Takeaways

This session will provide practical tips and experiences lived in real transformation projects

The focus of this session is demo of Test Driven development using SQL.

SQL is selected as a medium to demo as it is understood by many in the developer community.

Not many in Database development use TDD, this talk provides an easy method to start doing it.

Now a days , we need to effectively respond to new normal things as the technologies and shared economy are continuously changing this world. So Organisations must be responsive and agile to broaden revenue streams and eco systems. Agility is a business imperative not just a technical one. The agile movement has the potential to be the strategic to business, particularly those whose overall strategy focuses on responsiveness over efficiency. In this circumstances, we need adaptive leadership to drive the agile/lean transformation for the organisations for improving their responsiveness to the flow of opportunities that arrive everyday on their door steps. Adaptive leadership is about learning, adapting, collaboration and disruptive thinking. Adaptive leaders with disruptive thinking can see the same information others do, but they interpret it differently and always looking for big wins..

This talk is to identify real innovation item type needed in any Customer or Product Journey, a simple yet important topic and how Innovation games help in unveiling that.

Why and what are 30 minutes talk and How is in workshop fashion experience, where facilitator will facilitate, teach and play with the 35 min ( One of the game -: Buy Your feature preferably).

10 minutes for scaling of result analysis.

15 minutes of Q & A and more applicabilities of attendees situations.

Research says that happy and motivated team members leads to success in business. It is pertinent to create a culture of right mindset for every individual to learn, provide open feedback and help cultivate one's and other's ability to grow and succeed.

Carol Dweck through her research has introduced us to Fixed and Growth mindset.

This workshop will provide practical tips, experiences and suggestions on how to develop a growth mindset and apply it in our workplace as well as in our daily life. It will be an interactive session involving brainstorming, situational activities and video presentations.

There is a proverb in Bangla "দশে মিলে করি কাজ হারি জিতি নাহি লাজ" which means "Two heads are better than one". I believe in teamwork where failure is appreciable but success is inevitable.

I had the experience to start work with a new team and project. The journey was started with the Tuckman's Stages where Forming, Storming, Norming, and Performing. And I am also responsible for effective output with AGILE practices where my organization doesn’t have any AGILE culture or practices. Being an AGILE practitioner and a certified SCRUM Master, my first challenge was to ensure the AGILE mindset among team member and start SCRUM practices.

I am going to share my own journey to build a team where AGILE practices are doing by the team itself.

Acceptance criteria and Definition of Done are two most important part of a high performing Agile/Scrum teams. But many of us do not practice this and as a result we struggle a lot during our agile & scrum implementation or adoption in our organization and projects. If we do not have a solid DoD or fail to define our acceptance criteria’s, we are going to struggle sprint by sprint and also will not get the core essence of agile, the Quality deliverables. This workshop is designed for the whole scrum team so that they can collaborate and learn how to prepare the Definition of done and what technique should they apply and measure the effectiveness of the DoD in the team. Also the workshop will give them a solid understanding of defining acceptance criteria for backlog items and how to ensure its well-articulated and understood by everyone including the development team.

This is going to be a 90 minutes’ hands on workshop where participants will be doing the activities with the guidance of me and we will jointly evaluate the outcomes of the workshop. It will be a fun workshop with lots of learning and rewards. The whole session will be inspired by TBR (training from back of the room) format with interactive and engaging learning.

Kill Agility by focusing on…

Current sprint AND IGNORE Long Term Product Vision

Productivity metrics like Velocity, Burndown charts AND IGNORE Quality - Working Software

Individuals AND IGNORE Team

Following Agile Processes AND IGNORE Being Agile

Independent or Management dependent Teams AND IGNORE Self Organized Teams

Most of the organizations focus on adherence to frameworks, Agile practices, restructuring of teams & roles as part of Agile Transformation with minimal focus on cultural transformation. Even the very few organizations that do focus on Cultural transformation focus primarily on practices and policies than on mindset, values and purpose.

Every organization that is looking to transform has an existing culture that is driven by its core values, beliefs and undefined practices. This defines how people operate on a day to day basis, how the transformation exercise is kicked off and the way it evolves. However, for the transformation to be successful, it is imperative that the transformation team Identifies & outlines the existing culture and is able to define the cultural aspects that need to change for it to be an Agile Organization. This needs clear understanding of various aspects of organizational culture, leadership agility levels, what can be done to identify the current culture and what is needed to be able to define the target state.

The intent of this workshop (No PPT) is to get the audience to understand the importance of cultural transformation, the aspects that one needs to focus on and also the means needed to define the organizational culture than it defining the individual.

The hands-on interactive session will introduce the audience to the Cultural Iceberg, Language, Habits and Mindset template to be able to clearly distinguish the need for focusing on Organizational culture, Leadership Agility Levels and the active involvement of the C-suite and Senior Leadership in defining the culture needed in the new ways of working.

The DevOps concept came to agile world like a storm and captured the attention of agile practitioners. But what we failed to understand the mindset of DevOps and created a role out of it with separate teams and designations. As a result the true essence of DevOps is missing inside the team and we have two silos within the team called "Devs" and "Ops", where there is no mindset of collaboration is present. Many of the big organizations are moving from DevOps practices to SRE to clarify the roles and responsibilities of a team member in agile environment. SRE endeavors to bridge the gap between the operations team and development team. Where the development team may focus on fast production, the operations team may focus on measures to prevent production blowing-up. SRE comes in to harmonize the two different views. As the expert says "SREs are Software Engineers who specialize in reliability. SREs apply the principles of computer science and engineering to the design and development of computer systems: generally, large distributed ones."

In this talk i want to focus on the pitfalls of current DevOps practices we are having and how to move with SRE to create a solid team for high performance products.