Right approach is a key factor in any Organization Transformation. There are many techniques to arrive at approach like – Vision, Roadmap and Plan, however, these artifacts or techniques are different in formats and scattered all over – making it difficult to see in a wholistic manner.

One of the challenges in transformation is creating a wholistic approach where information is gathered in different forms and places.  Many a time, connecting the dots is a great challenge.

We should bring in the systems thinking aspect of seeing how all these interconnected components of Transformation approach play a crucial role in succeeding the plan. The answer lies in – Transformation Canvas.

This canvas built from own experience based on the challenges faced and helped to monitor and adapt quickly during the large scale transformations.  Based on learnings from Lean Canvas, keeping the view of various components of organization change management approach into an integrated tool. Transformation Canvas acts as a compass to help us with a  “Galaxy View” of the organization change management approach, and enable us to plan and govern in a better way, working with multiple stakeholders.

This experience sharing workshop is to provide Transformation Specialists and Coaches design  and manage the transformation effectively and adapt to  the changes quickly and mindfully.  Manjunath MS Rao and Viji Menon – who are experienced Enterprise Transformation Coaches and ICAgile Instructors will provide the Insights and experience and how to effectively use the Canvas to succeed effectively in transforming organization from good to great

Competition is  inevitable in this fast pacing world. Individuals and teams face sheer competition in multiple aspects. Many people consider comparison across teams is unhealthy and not a good way to motivate to get better outcome. As part of continual improvement and sustenance of agility health in agile teams, we experimented using power of visualization to as a means to trigger competition across teams which resulted in deeper coaching conversations . This lead to inspect and adapt in teams to identify what can be done to better to stay ahead in the game with other teams.

Organizations, teams, society and individuals encounter many problems on a day-to-day basis. Entrepreneurs turn many of these problems in to opportunities and find products, services and solutions to solve them.

There are many ways to tackle and arrive at solutions for these problems. There are plenty of tools, techniques, frameworks available which can be applied in any industry. Many times, problem with problem solving is that we don’t know:

• “What is the real Problem?”
• “Is this the right problem to Solve?”
• “Are we solving problem, right?”

This workshop will help participants to

• Confirm what is the exact problem we need to solve
• Learn few key problem-solving techniques

One of the very important aspect of any agile transformation is all about people. The changes in the form of structure, role, policies, and practices impact people who are part of the organization. It must be an empathetic approach engaging people and enabling feedback cycle to change/modify transformation strategy to achieve optimum results.

Design thinking less of a design and more of a thinking. its purpose has moved beyond creating new objects. Thinking and working like designers can enable all of us to generate important insights and take a low-risk path to innovating in the face of uncertainty. Applying design principles to the transformation itself can offer a competitive advantage for organizations in their agile transformation.

This presentation focus on how design thinking method and principles can be leveraged for crafting and implementing agile transformation strategy

Scrum is a practical framework to build products, provided you identify, in advance, what to build. However, even after a successful product discovery phase, you may struggle to implement the right way if your product backlog is not up to the job. Garbage in, garbage out — as the saying goes.
Managing the product backlog is a full-time and continuous evolution.

In this session, we will share simple techniques that can help change what can be an overwhelming and time-consuming process, to an interactive, iterative process that effectively engages team members, customers, and stakeholders. It will teach you how to develop solid techniques to help you build, prioritize, and maintain your product backlog.

Scrum is a practical framework to build products, provided you identified in advance what to build. However, even after a successful product discovery phase, you may struggle to make the right thing in the right way if your product backlog is not up to the job. Garbage in, garbage out — as the saying goes.

Managing the product backlog is a full-time and continuous evolution. In this session, we will share Simple techniques that can help change what can be an overwhelming, time-consuming process to an interactive, iterative process that effectively engages team members, customers, and stakeholders. It is essential, therefore, to learn solid techniques to help you build, prioritize, and maintain your product backlog.

Servant Leadership by its meaning and definition is not new for India. It has its history deeply rooted in BC's and is being practiced till today, knowingly or unknowingly. Servant leadership was being practiced from thousands of years but got a specific importance now with advent of Agile Frameworks and specifically Scrum.Servant leadership in corporate's vanished with emergence of classical management theory. This presentation we will try to understand basics of Servant Leadership with examples which are relevant to today's leadership in corporate's. This is applicable to small teams to big corporate's. We will understand each aspect from history and will relate it to today's scenario to understand it deeply. This presentation will focus on aspects of Servant Leadership, Its implementation and benefits in different scenarios.

Product quality plays a key strategic role in any organization success. Organizations have tried and tested many tools, techniques, methodologies or mechanisms to achieve best possible quality while trying to meet time to market demands. Agile methods have gained prominent attention of CXO as a strategic piece for IT and Business alignment. Many organizations have embraced agile journey in recent years and have reported noticeable improvement in product quality, customer satisfaction, early value delivery (Time to market) and increased people engagement at workplace.

One of the magical factor driving product quality improvement in Agile Scrum is Definition of Done( DoD). A well thought and implemented DoD keeping Tech Debt as a reference would result in significant improvement of Product Quality.
This paper provides summary of our experience of implementation of DoD, Tech Debt reduction strategy and magnificent results we observed in an enterprise level large complex legacy system.

All of us are simply getting stressed because of multiple events happening in our life and hence we are not able to achieve the greatest goal of our life in time and sometimes never.

This session I shall talk about why this is happening to you and what is the solution.

Idea of this session is to shed some light on power of Personal Kanban and real life examples to save from being Sick and Tired 
Kanban can be implemented in most walks of life. Knowingly or unknowingly few of us use it in few aspects of daily routine.

It would be focused on ways to improve productivity in your life and achieving your goals and biological and psychological aspect of it....

It would be a workshop mode session where in we would understand whats happening to us in our life and activities that lead us in this situation and will figure out how to get out of this and lead to successful life (Personal and Professional).

When a company thinks about transformation or a change from legacy traditional software development models to Agile, they first think of bringing in External coaches or Scrum experts. In another situation when the companies want to increase their maturity in agile, they still will want to hire people from outside who are experts in this arena. This discussion is all about how we could groom people internally to sustain and increase the credentials within the organization rather than relying always on external coaches.

This session is intended to provide an overview of status of agile implementation practices.  The findings are based on survey data collated from selected agile practitioners from 14 different software organizations spread across the globe. The survey was designed based on agile manifesto and Twelve Principles of Agile Software Development and most commonly used Agile Scrum and XP practices. The survey includes 54% of response from new product development, 32% from enhancement projects and remaining 14% from maintenance and support projects. Results are summarized as most effectively implemented practices, most widely recommended practices, least implemented practices and practices which always need modifications / tailoring based on any given project or organization environment.  

The objective of this study is following

• To do an in-depth analyze of implementation of established agile practices from practitioners point of view based on data collected from the survey.
• Understand any correlation the survey results are having with the already conducted surveys and published literature on Agile practices
• Provide food for thoughts to practitioners community to fine tune or elaborate agile practices which may lead to update of standard reference materials

Will highlight the implementation of the Agile Practices in the mission critical software Projects (eg. Medical devices, Nuclear power projects, Safety Projects)  which are expected only to be executed using Waterfall or V-Model. The domain aspects of it and how to relate it to Mission and the goals of project. Will also touch upon the changes relating to Hardware, Firmware, and applications). Its relative coincidence with DAD.