Many companies have transformed to Agile from waterfall model in the Past. Recently many organisations are struggling to migrate to OKR (Objectives and Key Results) from Agile. When used correctly, OKR and Agile are a powerful combination. They can create Value-driven teams and transform how organizations work.

Studies have shown that committing to a goal can help improve employee performance. But more specifically, research reveals that setting challenging and specific goals can further enhance employee engagement in attaining those goals. Google often uses OKRs to try to set ambitious goals and track progress.

OKR is a goal setting framework and has two components, the Objective (What we want to achieve) and a set of Key Results (How do we know if we are getting there): The main objective of OKR is to create alignment in the organization.

In waterfall model also we set goals, but it is more of a project Goal /Static Goal. In OKR Modal, High-level goals for the company are set annually and Detailed incremental goals for the teams and individuals set at shorter goal cycles (iterations) that usually last a quarter.

In this session we will talk about the key benefits of Agile and OKR and how we can make best use of both.

OKR for this session

Objective

• Enlighten the attendees about the powerful combination of Agile & OKR

Key Results

• Key Benefits OKR
• How to use Agile & OKR as a combination
• Get started with setting OKR for some typical scenarios

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.

The typical questions that bother an engineer who wishes to try DevOps is generally where to start - with various kinds of tools available, it's confusing what to start using just to get a basic experience. What skills to focus on to be able to deliver continuously.

How does one go about building faith in a continuous delivery process? Can there be a proof of concept to show it? This bothers engineers and managers alike.

We explore a typical Devops system, give you a quick feel for what it means to deliver code continuously on an experimental setup that would replicate the whole DevOps process, from discovering a product idea to continuously delivering it as a product.

This will be a hands-on workshop for anyone who wants to play around with the essential tools needed for DevOps journey.

Many companies have transformed to Agile from waterfall model in the Past. Recently many organisations are struggling to migrate to OKR (Objectives and Key Results) from Agile. When used correctly, OKR and Agile are a powerful combination. They can create Value-driven teams and transform how organizations work.

Studies have shown that committing to a goal can help improve employee performance. But more specifically, research reveals that setting challenging and specific goals can further enhance employee engagement in attaining those goals. Google often uses OKRs to try to set ambitious goals and track progress.

OKR is a goal setting framework and has two components, the Objective (What we want to achieve) and a set of Key Results (How do we know if we are getting there): The main objective of OKR is to create alignment in the organization.

In waterfall model also we set goals, but it is more of a project Goal /Static Goal. In OKR Modal, High-level goals for the company are set annually and Detailed incremental goals for the teams and individuals set at shorter goal cycles (iterations) that usually last a quarter.

In this session we will talk about the key benefits of Agile and OKR and how we can make best use of both.

OKR for this session

Objective

• Enlighten the attendees about the powerful combination of Agile & OKR

Key Results

• Key Benefits OKR
• How to use Agile & OKR as a combination
• Get started with setting OKR for some typical scenarios

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.

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.