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  • Liked Naresh Jain
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    Naresh Jain - Lessons Learned by Quitting TDD

    Naresh Jain
    Naresh Jain
    Founder
    ConfEngine.com
    schedule 1 day ago
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    40 Mins
    Case Study
    Advanced

    By working with some of the most successful tech-product companies, I realised that code is NOT an asset, it's a liability. We should strive hard to minimise code. In 2011, when I started to hack on ConfEngine, I questioned my belief in TDD. I had also started playing around with APL style Array-Programming and Functional Programming. I felt, may be, I was getting a bit too dogmatic about TDD and automated tests in-general. As a thought experiment, I decided to build ConfEngine without ANY automated test. At first, it was really scary not to have the safety-net of automated test (something I took for granted for almost a decade.)

    As I scaled ConfEngine without any automated tests, I had certain interesting realisations:

    • How to embrace Simplicity and Minimalism WITHOUT automated tests
    • Why Throwing Away Code frequently helps you achieve a better decoupled-design and how this helps in better experimentation
    • Fear of Refactoring WITHOUT Tests is over-rated (Good IDE and safe-refactoring techniques can take you a long way)

    ConfEngine grew from a pet-project to a 8 member product team. It has over 60K users and has done financial transactions worth over half-million USD. And we continue to push forward without ANY automated tests. Its not perfect, but it has certainly helped me challenge my dogma around TDD.

    Background: In 2001, I stumbled upon the Test Infected paper. For the next 2 years, I struggled to really apply the test-first concept on real projects. Finally in 2003, I felt that I had fully internalised TDD and was able to apply on almost all projects. Then I started playing around with FIT and FitNesse, using ATDD on some of the projects. In 2006 I published "Avatars of TDD" paper in which I explained various styles of TDD and its design implications. Until 2011, I was a very big advocate of TDD, ATDD and BDD. I still like those practices, however I would not recommend it in all projects.

  • Liked Naresh Jain
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    Naresh Jain - Organisational Resilience - Design your Organisation to Flourish NOT merely Survive

    Naresh Jain
    Naresh Jain
    Founder
    ConfEngine.com
    schedule 1 day ago
    Sold Out!
    25 Mins
    Case Study
    Executive

    A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.

    The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.

    Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:

    • preventative control (defensive consistency)
    • mindful action (defensive flexibility)
    • performance optimization (progressive consistency)
    • adaptive innovation (progressive flexibility)

    In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.

  • Liked Mia Horrigan
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    Mia Horrigan / Matthew Hodgson - Take the Red Pill and the Blue Pill - delivering policy with Agility ________________________________________

    25 Mins
    Talk
    Intermediate

    How do you deliver a big policy outcome that normally take 6 months when you only have weeks?

    An early election was called and we faced having to develop two sets of a comprehensive policy documents -- the red book (left-wing) and the blue book (right-wing) -- to brief an incoming government in 8 weeks. We were caught by surprise, the normal lead time were gone, and news about policy commitments came faster from TV and social media than traditional internal sources. This was a non ICT business team who hadn't done Agile before however we felt given the time frames, it was the best way to approach for such a high profile project.

    Come and learn about and application of Lean Kanban and how we delivered the outcome through:

    • engagement with the executive to share drafts of chapters, then gather and incorporate feedback in short iterative cycles to improve transparency and alignment.
    • team design in non-software environment
    • limiting waste and duplication
    • visualising flow
    • coordination of “Scrum of Scrums” key daily meetings to promote collaboration, visibility and transparency
    • supporting team leads to coordinate the collaborative, dynamic planning process, prioritising work that needs to be done against the capacity and capability of the team
    • providing visibility and transparency of work in progress and flow and share this with other teams and stakeholders.

    Mia will discuss how she addressed business agility through working with a Portfolio Management Office (PMO) to assist the Incoming Government Brief (IGB) task force to work iteratively and apply agile practices to draft and deliver policy documentation to articulate the details and costing of policy initiatives from each of the major political parties in the lead up to the Federal election. This involved working with Executives and Business stakeholders within the policy domain during a hectic period where policy could change or be adjusted and costed daily as policies were revealed by each side during the campaign. The policy team need to improve the enterprises business agility to respond to rapid change and this involved working with the leadership across 12 branches to align iterations of draft policy documentation over an intensive period. (the taskforce was pulled together to deliver the IGB over 8 weeks). Specifically, Kanban and Lean were chosen as the method for delivery.

    This approach resulted in executives having earlier visibility of the approach and content of the IGB and improved quality of IGB by reducing the risk that significant changes being identified late in the delivery. The Teams were focused to delivery higher value work more efficiently, while being transparent about delays to lower value activities. The success of this initiative in a non-ICT environment has promoted the PMO to look at other business areas to implement Agile to develop an Agile mindset across the Agency.

  • Liked Mia Horrigan
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    Mia Horrigan - Evidence Based Management - Measuring value to enable improvement and agility

    25 Mins
    Talk
    Advanced

    Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.

    Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.

    Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.

  • Liked Kim Ballestrin
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    Kim Ballestrin - Why Complexity Needs the Opposite of Normal

    Kim Ballestrin
    Kim Ballestrin
    Principal Consultant
    Elabor8
    schedule 1 week ago
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    25 Mins
    Talk
    Beginner

    ‘Normality’ and complexity are so un-alike that we need to use opposite approaches to navigate them effectively. When we enthusiastically explain the latest way to improve our ways of working, we can avoid getting our colleagues offside by bearing in mind that what we are explaining is counter-intuitive.

    This session will use examples to demonstrate the subtle differences between our traditional ways of working and lean/agile approaches and how to present them in ways that make it easier for others to accept those ways can work.

  • Liked Amy Whicker
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    Amy Whicker - Emotional Intelligence: the Power to Access Our Agile Mindset

    Amy Whicker
    Amy Whicker
    Agile Consultant
    Agile Amy
    schedule 4 days ago
    Sold Out!
    25 Mins
    Talk
    Advanced


    https://www.linkedin.com/pulse/emotional-intelligence-power-access-our-agile-mindset-agile-amy/

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