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Monday, August 7
 

10:45am

High-performance Teams: Culture and Core Protocols (Richard Kasperowski)

Abstract:
Want awesome teams that build great products? Great teams don’t happen by accident. And they don’t have to take a long time to build.
In this session, we'll lay out the case for Continuous Teaming. Session participants will join in a flight of fun learning activity-sets. These will give you a taste of team awesomeness and how to start when you go back to work.
We'll build on the work of Jim and Michele McCarthy, Google, Bruce Tuckman, Gamasutra, Standish Group, Peter Drucker, and Melvin Conway. The learning activity-sets are short games, using elements from improvisational theater, The Core Protocols, Extreme Programming, and more.
Who should attend? Anyone who wants to create great teams and build great products. You’ll leave having embodied the essential elements of accelerated continuous team-building and awesomeness maintenance.
This session supports any number of participants. Participants will self-organize in small groups and experience the learning as we go.

Learning Outcomes:
  • An understanding of the research behind high-performance teams
  • Appreciation for the Core Protocols as one way to achieve high performance
  • Deep practical knowledge of the Core Protocols
  • The embodied knowledge for how to accelerate team formation for your team, from forming to high-performing
  • Happiness and fun at work
  • How to do this with your team today

Attachments:

Speakers
avatar for Richard Kasperowski

Richard Kasperowski

Cofounder, Greatness Guild
Richard Kasperowski is a cofounder of the Greatness Guild, a signatory of the Manifesto for Greatness, and the author of The Core Protocols: A Guide to Greatness. He leads clients in building great teams that get great results, using the Core Protocols, Agile, and Open Space Technology. Richard teaches the class Agile Software Development at Harvard University. Follow him on Twitter at @rkasper, read more about him at www.kasperowski.com, and... Read More →


Monday August 7, 2017 10:45am - 11:15am
I1

10:45am

LeSS without Scrum (Yi Lv)

Abstract:
The usual approach to scale Scrum is to start with one team as pilot then scale. This experience report provides a different approach. We focused on organization design first, without having proper Scrum implementation at team level. We used the main design elements from LeSS, but kept team level less changed. Then, we created demand to help some teams towards self-organization. We used the same approach in two different product units from the same company. The two units represented cases of different sizes, as cases of LeSS and LeSS Huge respectively.

Lessons Learned from Your Experience:
  • Organization first approach while scaling Scrum
  • Incremental approach to expand domain specialization for more flexibility
  • Transitional path from traditional Team Leader to SM/Coach
  • Enable self-organization across teams via joint Scrum events
  • Enable one PO vs. multiple teams by getting teams on requirement clarification and direct feedback with SMEs and users


Speakers

Monday August 7, 2017 10:45am - 11:15am
Wekiwa 1&2

10:45am

Welcome to the Matrix: Creating Organizational Structures that Effectively Support Agile (Doc List)

Abstract:
Traditional organizations focus on roles and controls. If you're a developer, you probably report to a development manager. If you're QA, you probably report to a QA manager. This can lead to some dysfunctions and challenges when you're on an Agile team. After all, if we embrace the idea that Agile teams are self-organizing, setting their team's work priorities, and communicating openly, what happens when your manager gives you conflicting direction? Who do you give priority to?
Agile companies - or those attempting to be agile - frequently apply traditional organizational structures in ways that can be very counterproductive or ineffective. This is true whether the organization is developing software or streamlining their hiring process or doing financial accounting.
In this session, Doc List shares some real world examples of organizational structures and challenges, and then leads participants in group discussions where participants will categorize their own organization's structures, explore alternatives, and craft a plan for change. You will find yourself thoroughly engaged in individual, pair, and group activities in which you will explore and discuss your own organization's challenges in adopting the agile mindset and practices.

Learning Outcomes:
  • Articulate the ways in which your organization supports or prevents effective agile adoption
  • List some strategies for changing the structure and reporting structure of your organization

Attachments:

Speakers

Monday August 7, 2017 10:45am - 12:00pm
I1

10:45am

Introduction to Agile: The Genesis (Paul Hammond)

Abstract:
What is this thing everyone calls Agile? If you have been doing software development a different way your whole career you may be wondering why should I change, what’s so different? In this introductory talk we will define why Agile is more than a process or methodology; it really involves changing your culture to improve your software development. To provide some additional context we’ll also:
  • Look back at how the Agile methods and practices emerged
  • Discuss the Agile Manifesto and 12 Principles and their resulting impact on the way that we do software development today
  • Describe what it’s like to work on Agile Project
  • Describe what you can do next Monday to get started

Learning Outcomes:
  • Learn common myths and misconceptions of agile
  • Understand the why behind what we do
  • Understand the importance of identifying your existing culture and how it impacts adopting agile


Speakers

Monday August 7, 2017 10:45am - 12:00pm
Wekiwa 3&4

10:45am

No Complaints...Upside Only: Good News about the Agile Movement from Agile Veterans (George Dinwiddie, Lyssa Adkins)

Abstract:
Been in the Agile Community since before it was called Agile and tired of newcomers labeling whatever they already do as Agile? Tired of people saying "Agile doesn't work" when they won't even do what you suggest? Think Agile is getting watered down?
We don't want to hear about it!
We want to hear some success stories. What progress have we made? What are we proud of? What new ideas have we found? What are we experimenting with? What are we thinking about trying?
There will be no complaints allowed in this session. No downers or in-fighting. No brand competition. So that we can create what we truly want, we will focus on exactly that -- what we want. We'll look at our progress so far and bright future ahead.

Learning Outcomes:
  • N/A


Speakers
avatar for Lyssa Adkins

Lyssa Adkins

Coach of Agile Coaches, Agile Coaching Institute
I came to Agile as a project leader with over 15 years project management expertise. Even with all that experience, nothing prepared me for the power and simplicity of Agile done well.My Agile experience, along with my professional coaching and training abilities, gives me the perspective needed to guide teams and Agile leaders to harness Agile as the competitive advantage weapon it was meant to be. I know the transformation path is rocky. As a... Read More →
avatar for George Dinwiddie

George Dinwiddie

Grand Poobah and Jack of All Trades, iDIA Computing, LLC
George Dinwiddie helps organizations develop software more effectively. He brings thirty-five years of development experience from electronic hardware and embedded firmware to business information technology. He helps organizations, managers, and teams solve the problems they face by providing consulting, coaching, mentoring and training at the organizational, process, team, interpersonal, and technical levels. Involved in the Agile community... Read More →


Monday August 7, 2017 10:45am - 12:00pm
Suwannee 11&12

10:45am

Agile Coach Scorecard Anti-pattern or Opportunity ? (James Gifford)

Abstract:
Description:
There is a drive to prove the value of an Agile Coach in most large corporations. Agile Coaching is about soft skills and mentoring team members. It is hard to put numbers around that. The majority of coaches' reactions to this tends to be on the negative side. I was one of those coaches. That was until I was asked to create an Agile Coach Scorecard. This talk will review the criteria of the Scorecard.
The Scorecard focuses on team metrics, retrospective data, and resolving continuous improvement items. While these items focus on the output of teams and the organization, they can be used to steer teams and show a coach's value. Data trends in team metrics can show coaching suggestions to be presented to the team as option or areas of opportunity to the organization that are impeding teams from delivering.
Using data as a way to coach teams is also seen as taboo by a large part of the coaching community. I have had a lot experience from being in the racing world and my crew chief used data to coach me to wins. In one of the races, I was in second place and about a minute behind the leader, with three laps to go. I had the opportunity to overtake the leader unitizing the advantage of my trucks setup and a faster route. Right before entering the first section of the faster route, my crew chief came on reminding me of my dropping oil pressure. He urged me to not take the first section but to take the following two. The strain on engine with the low oil pressure could have resulted in the catastrophic failure of the engine. He was confident that based on the lap time trend, if I did this for the remaining three laps, there was a good chance that I would win.
What would have you done? Risk it all, ignoring the coaching and potential setting up the win, or follow the guidance to a win? If you want to know what I did and about data-driven coaching, attend this session.

Learning Outcomes:
  • Session Attendees will learn about how to create and use and Agile Coaching Scorecard. To show value in a large organization where the culture has not shift to more of an Agile mindset.


Speakers
avatar for James Gifford

James Gifford

Agile and Lean coach, Entech Consulting
James Gifford is an industry respected Agile/Lean coach that has executed multiple enterprise level transformation during his 14 year technology career. James is a cofounder and board member of the Agile Uprising. James has effectively had a positive impact on over 160 teams in a variety of industries which facilitated amazing outcomes for companies and customers.  With an intentional focus on building high performing teams geared towards... Read More →


Monday August 7, 2017 10:45am - 12:00pm
H3

10:45am

Following Your Fear: How to do the things you've always wanted to do (Todd Charron)

Abstract:
What stops you from doing the things you’ve always wanted to do? What stops teams from being truly great? What hinders most Agile transformations?
Fear.
That feeling in your gut when deep down you know what you need to do, but you're not sure if you can do it.
We'll examine how Improvisers and artists handle fear and how you can apply these techniques to yourself and to your Agile teams. How you, as a coach, can create safe environments so that your teams can be fearless.
In addition, we'll work hands on with the Fear Follower Canvas to help you move those things you've always wanted to do from the someday pile to done.

Learning Outcomes:
  • Understand of fear, how it impedes us, and how we can use it to energize us
  • How improvisers, artists, and other successful individuals deal with fear
  • How to use the Fear Follower Canvas to tackle your own fears and challenges

Attachments:

Speakers

Monday August 7, 2017 10:45am - 12:00pm
I4

10:45am

The Introverted Facilitator's Survival Guide (Oluf Nissen)

Abstract:
As a Scrum Master or Agile Leader, one of your responsibilities is to facilitate various agile ceremonies to help teams become better at what they do. If you are among the 30-50% of people who are on the introverted side of the introvert/extrovert spectrum, it may be daunting for you to stand up in front of people and lead this type of work, especially if you're new in your role or new to the team.
This session will give a brief introduction to introversion, highlight some strengths introverts have, and provide tips for how to use those strengths and introvert characteristics before, during and after conducting a particular team ceremony: the retrospective. This is a highly interactive session in which our combined knowledge and experience will enrich the learning of the group as a whole.

Learning Outcomes:
  • What characterizes introversion
  • Strengths of introversion
  • How you can use introverted strengths in retrospective facilitation - before, during and after
  • How you can help introverted team members participate in retrospectives

Attachments:

Speakers

Monday August 7, 2017 10:45am - 12:00pm
Wekiwa 9&10

10:45am

The Things We Don't Say: How Biased Language Crafts Culture (Ash Coleman, Martin Hynie)

Abstract:
Culture is often framed by what you DON’T say, not necessarily by what you do say.
  • Your company brags of it’s geek gaming culture
  • Part of your company recruiting highlights pub and party nights
  • Strong anecdotal use of sports throughout the training material
These are common examples of well intentioned, but potentially limiting statements about culture that many organizations apply in an attempt to “attract the right fit”. By choosing language that supports an ecosystem that already exists, we may unintentionally deter many complementary candidates who feel they might not be accepted. In addition, we are imposing discrete limits on the organization's ability to adapt and grow based on past success instead of future opportunities.
This is a microcosm of what is occurring around culture within the Agile workspace. While we claim to support the evolution of resilient autonomous teams, a desire to define the culture in explicit marketable terms can create a barrier to entry. Are you really creating culture and fostering an environment for agility, or are you creating exclusive spaces? A lot can be derived from the specific words you use to describe your team, culture and collaboration schemes.
In this workshop, we will explore the use of resilient and inclusive language, that can:
  • Support building stronger, diverse teams,
  • Support an ever evolving Agile culture,
  • Avoid assigned meaning that may alienate individuals through our choice of words… both spoken and unspoken.

Learning Outcomes:
  • Why language around culture can impose unintended limits on opportunities.
  • How the language we choose is connected to our unconscious biases.
  • Inclusion is an intentional act, often initiated to recognize the need for change.
  • Identifying how diversity in teams can provide stronger outcomes through concatenated knowledge.
  • Challenging the notion of an existing, consistent and explicit culture as a desirable (or even possible) thing.


Speakers
avatar for Ash Coleman

Ash Coleman

Senior QA Analyst, Huge
Ash Coleman is a Quality Assurance Analyst at Huge with over 4 years of digital experience. Since joining Huge she has been at the focal point of transitioning toward Behavior Driven Development methodologies. Her past experience as a professional chef has helped her establish a determination to understand and comply with user satisfaction as well as build her career in using technology as a means to satisfy user demands. Her continual desire... Read More →
MH

Martin Hynie

Member of R&D Team, DryTech International
With over 14 years of specialization in software testing and development, Martin’s attention has gradually focused on emphasizing value and information through team development, organizational learning and the significant role that testers can play to help enable these. Martin incorporates ideas introduced by various schools of learning, principles and sources of inspiration (including Context Driven Testing, Pragmatic Marketing, Satir Change... Read More →


Monday August 7, 2017 10:45am - 12:00pm
H2

10:45am

How to Fail Your TDD Rollout: A Train Wreck Story (Chris Edwards)

Abstract:
We dreamt of a future where our whole department embraced TDD. A future where the quality of our code and the product was elevated.
We had the best intentions, however, this story does NOT have a happy ending.
Learn from my experience working with the leaders of a department of 40 to attempt 100% TDD adoption. I will contrast this with our successful adoption and spread of SOLID design practices, and look at what we would have done differently with our TDD advocacy if we were to repeat it. Some of our lessons learned: Don't try to mandate TDD, bring in outside experts, and refactoring skills are key.

Learning Outcomes:
  • Pitfalls of a top-down approach to changing technical practices
  • Basic concepts of Lean-Change
  • How to grow technical skills across a larger group without micromanaging


Speakers
avatar for Chris Edwards

Chris Edwards

Senior Manager, IHS AccuMap, IHS
Chris is a software manager with IHS Inc. IHS is a global company with over 8000 employees that provides information and analytics to multiple industries,including energy, automotive, electronics, aerospace and chemicals. Chris has had a variety of roles including developer, manager, Scrum Master and architect. He has a passion for how both technical excellence and transformational leadership can help drive agility.


Monday August 7, 2017 10:45am - 12:00pm
H1

10:45am

Sustainable Legacy Code Refactoring: A Systematic and Stepwise Approach (Amr Noaman)

Abstract:
One of the most painful activities in software development is maintaining extremely poor legacy code. Teams transitioning to Agile suffer from challenges like moving towards shorter iterations with limited time for regression testing, trying to cover poor code with automated tests, prioritizing which refactorings to apply on which code, and convincing managers with the value of refactoring.
In this session, I will present a simple, sustainable, and stepwise approach. This approach divides the effort to refactor legacy code into three stages:
  1. Quick-wins; simple and least risky enhancements
  2. Divide-and-conquer the code into functional, utility, and architectural components, with identified and clear component interfaces
  3. Inject-quality-in the code by wrapping components with automated tests
I will also give an overview of several experiments and case studies applying this approach and will present some interesting observations and insights about refactoring legacy applications. Finally, if time allows, I will drive you through some of the key roadmap activities to refactor (or tame) a large cluttered code base.

Learning Outcomes:
  • Learn about techniques to handle large backlog of technical debt in a gradual and sustainable way
  • Learn how to make refactoring visible and valuable and how to engage managers in large refactorings
  • Get to know famous techniques for "code componentization"
  • Learn how to harness technical changes for the overall product competitiveness

Attachments:

Speakers
avatar for Amr Noaman

Amr Noaman

Co-Founder & Principal Consultant, Agile Academy
Over the last 7 years, Amr’s primary role was to spread agile awareness and lean thinking in software organizations in Egypt and the Middle East. Amr is the co-founder of Agile Academy and Egypt's Lean & Agile Network, one of the largest Agile communities in the Middle East. | In 2011, Amr has initiated Egypt's GoAgile program, the biggest agile adoption initiative sponsored by the Egyptian government for expanding agile practices and lean... Read More →


Monday August 7, 2017 10:45am - 12:00pm
Wekiwa 7&8

10:45am

As a whirlwind through the Microsoft DevOps Landscape (Jesse Houwing)

Abstract:
In the last few years a lot has changed in the Microsoft ecosystem of development tools. Microsoft has embraced a wide range of community supported tools, contributed to open source projects and officially provides support for 3rd party tools that ship with their flagship development products.
With the latest releases of Visual Studio, Visual Studio Team Services and Team Foundation Server, Microsoft is continuing its a movement to bring more and more DevOps tools, collaboration, integration and feedback to the fingertips of the team. The Visual Studio Marketplace further opens up your options by adding support for other languages such as Python, Ruby, PHP as well as and other technologies such as Specification by Example, Powerful refactoring, and more.
In this session Jesse Houwing, Scrum.org trainer and Microsoft MVP DevOps, will present you with an independent view through the options, think of it as a whirlwind introduction to the Microsoft ecosystem and 3rd party tools that make it even better.

Learning Outcomes:
  • Understand the position of the Microsoft tools ecosystem
  • Piece together your own pipeline with all of the options available.
  • Understand the alternative options available and how they can be added in
  • Understand how all of these pieces together form a powerful end-to-end solution with traceability from inception to production.


Speakers

Monday August 7, 2017 10:45am - 12:00pm
Wekiwa 6

10:45am

DevOps Performance Measurement: A Foundational Element For Building High-Trust Cultures (Dennis Ehle)

Abstract:
One of the primary drivers, if not THE central driver, behind any Enterprise DevOps transformation is the organizations need to optimize the flow of business value (in the form of incremental software) between developers and end-users. Within many organizations, and particularly within larger enterprise organizations, lack of trust between organizational stakeholders tends to sub-optimize the flow of value.
This technology agnostic talk will explore how organizations such as Aflac, Boeing, BNSF Railways, Service Master and Fanatics were able to dramatically accelerate evolution from low-trust to high-trust cultures. The common thread between these organizations is how they leverage data-driven instrumentation to dispel myths, break down organizational/political barriers and guide trust-building transformation.
What is DevOps Performance Measurement?
  • Value Stream Performance vs Operational Performance - Precisely measuring the DevOps machine itself and not it’s outputs
  • How to describe DevOps performance using measures the entire organization truly cares about:
    • The Flow of Value
    • Delivery Risk
    • Process Compliance
    • Rework
Data is Truth: Why DevOps Performance Measurement is so critical to building trust across the enterprise?
  • How objective data can diffuse and ultimately eliminate the blame game
  • Removing corporate politics with the ultimate equal opportunity enabler
  • The relationship between Batch size and Trust
  • Leveraging objective performance insights to foster organizational creativity
  • Using metrics to create shared incentives and common agenda’s
  • Quantitative results speak best to executive leadership
It all starts with Value Stream Mapping
  • What is The DevOps Unit of Flow?
  • Phases, Activities and Controls - DevOps specific templates and guidelines to simplify value stream mapping
  • Manual vs automated activities
Top Ten DevOps Performance Metrics That Raise Organizational Trust (including…)
  • Activity duration and DevOps Wait-Time
  • Value Stream Bottleneck Analysis
  • Release Candidate and/or Feature Risk Analysis
  • Waste and Rework Metrics
  • Quality Assurance Effectivness Index
  • Measuring Code Stability/Complexity by Feature or Release
  • Real-time compliance measurement
Some Lessons Learned:
  • Choose Measures Wisely: Trust can only be gained when adopting DevOps performance metrics that are organizational strategic and highly valued by business stakeholders. Stay high level and business focused.
  • Operational metrics such as broken-build percentage, deployment frequency and test coverage can lead to sub-optimal behavior and a reduction in trust.
  • The initial performance baseline is not good or bad - it is the foundation for future improvement.
  • Warning: The data must guide investment in people, process and tools - adopting a course of investment despite the data can nullify the entire effort.
Note: This presentation is vender and technology independent. Our findings are based on direct experience gathered from over a dozen performance measurement engagements with enterprise sized customers.

Learning Outcomes:
  • How to effectively map value streams in the context of DevOps
  • How to distinguish between metrics and measures that build trust and those that erode trust
  • Technology agnostic approaches to tracking business value (in the form of incremental software capabilities) thru the delivery value stream
  • How performance metrics can help identify DevOps waste and sub-optimization
  • How to use common DevOps data to objectively measure delivery risk - before software is released


Speakers

Monday August 7, 2017 10:45am - 12:00pm
H4

10:45am

Viewing The Organization as Complex Adaptive System-An Approach To Enhancing Agility (Sunil Mundra)

Abstract:
One of the biggest challenges for Enterprises today is dealing with constant and rapid change happening all around them. The change is so disruptive that no Enterprise, regardless of age and size, can take their survival for granted. However, nature and humans have dealt with change very effectively since time immemorial. Systems like Weather, Economies and even the Human Body are highly adaptable to a rapidly changing environments. These systems, known as Complex Adaptive Systems (CAS), have grown resilient by thriving on change.
So when we have systems all around us which are effectively dealing with Change, can Enterprises learn from CAS about dealing with change. The answer is a resounding 'Yes'! While adopting Agile Values and Principles are helping organizations not only cope with change but also leverage it, the understanding of CAS and how they deal with change will certainly help Enterprises enhance Agility.

Learning Outcomes:
  • 1. Understand the model of Complex Adaptive Systems (CAS), and how they deal with change effectively
  • 2. Learn the similarities between 21st Century Enterprises and CAS
  • 3. Gain insights about the characteristics of CAS
  • 4. Learn the difference between 'Complicated' and Complex', and how the 'Complicated' model is an impediment to Enterprise Agility
  • 5. Understand how Enterprises can deal with the challenges arising from Change and enhance Enterprise Agility, by adopting the CAS model

Attachments:

Speakers
avatar for Sunil Mundra

Sunil Mundra

Thoughtworks
Sunil Mundra is a Principal Consultant at ThoughtWorks. His areas of expertise include consulting on Agile Adoption and Transformation, Agile Maturity Assessment, Agile Training and Coaching, and Distributed Development. | | Sunil speaks regularly at national and international level conferences on Agile related topics.


Monday August 7, 2017 10:45am - 12:00pm
F1

10:45am

4 Characteristics of Good Goals (Christopher Avery)

Abstract:
Your goals might suck.
So many statements we call "goals" feel like burdens pushed on us, or that we push on ourselves, and less like something we are pulled toward. What if you knew how to determine whether a stated goal was a good goal or a sucky goal—before you committed to it? What if you could help peers, teams, and others assess their current goals and re-craft them into good goals (or drop them, or renegotiate them)?
The 4 characteristics of good goals—clarify intention, focus attention, remove obligation, generate energy— comes from a rigorous application of The Responsibility Proces to goal-setting. In this study, we asked Why do we take ownership of some goals and achieve them, but not others?
This will be an application workshop. Bring your goals—your annual performance goals, your S.M.A.R.T. goals, or any other kind of goals. We'll see how good they are and how they can be improved. Or discarded.

Learning Outcomes:
  • Learn the 4 characteristics of good goals
  • Rate at least one of your own goals against the 4 characteristics
  • Relate the characteristics of good goals to why you are making progress on some goals and not others
  • Refactor sucky goals that you want to be good goals, and release sucky goals that you don't want any more
  • Consider peer, team, and other leadership applications to assess and improve goals.


Speakers
avatar for Christopher Avery

Christopher Avery

CEO, Partnerwerks, Inc
Christopher Avery, "The Responsibility Process guy", is a reformed management consultant. After a decade helping corporations help smart, ambitious professionals find ways to cope with lives they don't want and think they can't change, Christopher realized coping skills are overrated. A better skill is knowing how to apply your innate leadership ability to face and overcome any challenge. That's freeing. | | Today he supports leaders and... Read More →


Monday August 7, 2017 10:45am - 12:00pm
I3

10:45am

The Leadership Circle: An Agile Framework for Leadership Development (Peter Green, Mike O'Connor)

Abstract:
If you want Agile to thrive in your organization, your top leaders have to not only support the shift, they must co-lead it. Agile is not simply a methodology that is implemented. It is a different way of thinking about running an organization to thrive in complexity. So what if leaders don't value Agile? This was my quandary for years until I discovered a leadership development model called The Leadership Circle. It is the most powerful tool that I've ever seen in helping individual leaders and teams of leaders make huge shifts in the way they see their purpose and possibility as leaders.
The Leadership Circle reveals a leader's Operating System: Internal assumptions (beliefs) that run behavior. It measures the two primary leadership domains– Creative Competencies and Reactive Tendencies–well-researched dimensions that directly impact a leader's capability to lead an Agile organization. In this session, you'll learn about these two domains, how they relate to success in creating Agile teams and organizations, and practice taking the two approaches to various challenges faced by session participants. Expect to walk away with concrete new ideas for how to help create more Agile teams and organizations!

Learning Outcomes:
  • * Understand the link between leadership development and successful Agile organizations
  • * Understand the two primary leadership stances: Reactive and Creative
  • * Gain insight into your own particular leadership tendencies
  • * New ideas about how to approach a specific challenge related to Agile adoption/transformation

Attachments:


Monday August 7, 2017 10:45am - 12:00pm
I2

10:45am

Who are the People in Your Agilehood? (Matt Anderson)

Abstract:
Sesame Street brought together people from diverse backgrounds and famously asked "who are the people in your neighborhood?" Google has driven to create "fiberhoods" that connect communities with high-speed internet. Merging the two, the model Sesame Street started works for developing true Agile communities or "Agilehoods."
You can only learn so much from books, consultants and conferences. Some of the best learning experiences come from building learning communities where like-minded practitioners gather together to learn from each other on a regular basis.
Join Matt Anderson from Cerner Corporation as he shares best practices learned from establishing a community within the Kansas City area (Agilehood KC) as well as scaling to an international level with the Steve Denning Learning Consortium (SDLC). Matt was also a member of the Agile Leadership Network for establishing communities for 2 years leading to starting the KC community.
Learning communities serve multiple purposes and have been an offering of most of the global agile organizations with various levels of success. After 4 years of the Agilehood KC and 2 years with the SDLC, a model has been proven to help organizations truly learn from one another and focus on practices that they can apply immediately.
Your neighborhood is what you make it, but being a good neighbor builds learning opportunities not found anywhere else. Be the change you want to see in the world and join or create your own "Agilehood."

Learning Outcomes:
  • Key organizational models and practices for building a learning community at the local, regional, national or global level.
  • Patterns include:
  • 1) Define Your Purpose
  • 2) Pick Your Hat (Self Organizing Roles and Responsibilities)
  • 3) eHarmony Matching (Finding the best match for your needs)
  • 4) Lead the Commmunity
  • 5) Marketing
  • Key Decisions/Pitfalls
  • 1) Consultants - To Include or Not to Include?
  • 2) Dealing with Membership Changes
  • 3) NDAs and Conflicts of Interest
  • 4) Non-profit status


Speakers

Monday August 7, 2017 10:45am - 12:00pm
F2

10:45am

Beyond the Underpants Gnomes: Why Kanban Stalls and How to Restart It (Cheryl Hammond)

Abstract:
You put up your Big Visible Display. Maybe you even limited WIP, or argu^H^H^H^Htalked about limiting it. Something more was supposed to happen. Why didn't more happen? If your Kanban implementation feels like this...
Phase 1: Collect underpants Phase 2: ? Phase 3: Profit ... you're not alone. The Underpants Gnomes can be a scourge of Kanban. Fortunately, they don't have to have the last word.
In this session, you'll learn how to detect Underpants Gnomes in your organization's Kanban process, and how to combat them. We'll investigate three concrete solutions—by-the-book, and beyond—and fill your toolbox with simple, proven strategies for restarting your Kanban after it stalls.
You're ready for the real Phase 2. Downsize the Underpants Gnomes and let's get started!

Learning Outcomes:
  • How to recognize a stalled Kanban implementation
  • Three specific techniques for restarting stalled Kanban


Speakers
avatar for Cheryl Hammond

Cheryl Hammond

CTO, Peak Medical Technologies
Cheryl Hammond, a.k.a. bsktcase, has a couple decades' experience as a software developer in the private and public sectors. She led her team's successful adoption of Scrum-ban for a mission-critical regulatory compliance project under multi-agency state and federal government oversight, and mentored former COBOL devs into true-believing unit-testing XP evangelists, all of which leads her to believe that anything is possible. She is not sorry for... Read More →


Monday August 7, 2017 10:45am - 12:00pm
F3

10:45am

Stalwarts - Ron Jeffries & Chet Hendrickson (Ron Jeffries, Chet Hendrickson)

Abstract:
People ask questions and we say things that may relate to the questions. (We call this the Simplest Description That Can Possibly Work!)
Ron Jeffries and Chet Hendrickson are two of the original XP developers and have stayed active in the community since the mid-90s. They have a wealth of knowledge around development, Agile, training, mentoring, and delivering quality products. Come challenge them with your best questions about Agile!

Learning Outcomes:
  • Entirely up to the questioners and listeners.


Speakers
CH

Chet Hendrickson

HendricksonXP
RJ

Ron Jeffries

RonJeffries.com


Monday August 7, 2017 10:45am - 12:00pm
Wekiwa 5

10:45am

How Machine Learning Will Affect Agile Testing (Paul Merrill)

Abstract:
Machine Learning is all the rage. Companies like Google, Amazon, and Microsoft are investing extreme sums of money into their ML budgets. But what is it, and more importantly, how will it affect me, as an Agile tester? As a Scrummaster? As a developer on an Agile Team?
Last year, I was at a testing conference where a group of 5 executives decreed adamantly that ML would replace testers within the next few years. Anytime 5 executives agree on anything I question it! So I wanted to learn if they were right. Over the last few months, I’ve researched and learned about ML. I’ve talked with industry experts in the field and testers with expertise in ML. I wanted to know what they had to say about this decree. I wanted to know for myself, "is testing in danger of being automated by ML?"
Join me to learn what Machine Learning is, How it is affecting the software we build, the products we use and our ability to test our applications. Learn what I’ve found in my research, to get an introduction to ML, and to decide for yourself if the future of testing will be in the hands of ML algorithms.

Learning Outcomes:
  • Gain knowledge of what experts in ML are saying about how it will affect Agile Testing,
  • Take home an introductory understanding of ML,
  • Enough knowledge to decide for yourself if the future of agile testing will be in the hands of ML algorithms.


Speakers

Monday August 7, 2017 10:45am - 12:00pm
F4

11:30am

Infusing an Agile Requirements Process in a Large DoD Program (Lymari Castro, Warren Smith)

Abstract:
Unlike commercial Agile practitioners, the Defense sector can rarely restructure their milestones for an Agile approach. The authors show how applying Agile to Systems Engineering (SE) (“Agile SE”) can overcome these constraints. Agile SE is a natural fit within today’s Defense Acquisition Lifecycle, and can therefore bring rapid benefits to one of the largest, most needy areas of development.
This Experience Report presents a case study of a successful Agile SE deployment on a major Defense system. The project used Agile SE to analyze the system requirements and develop requirement backlogs for multiple development teams, in time for the system requirements review (SRR) program milestone. This presentation will dive into the unique adaptation of SCRUM and storyboarding techniques to SE, accomplished with Model-Based Systems Engineering (MBSE) tools, using Systems Modeling Language (SysML) Activity Diagrams and Sequence Diagrams for requirements analysis.
These techniques shook up the organization, and the bumps transforming the culture will be discussed. Ultimately, this approach was embraced and successfully accelerated the SRR milestone by 70%. Topics covered will include the importance and impact of rigid Defense Milestones like the SRR, the characteristics of “Agile SE”, assembling and wrangling the teams, eliminating the review cycle, and the specific Agile MBSE technical storyboard and allocation approaches.
The topics presented in this session are highly applicable to any project that uses a traditional waterfall approach but would like to swiftly adopt Agile in their current Systems Engineering processes. This Experience Report highlights that Agile SE can rapidly inject the benefits of Agile to existing Defense programs, whose IT and system budgets exceed 3x that of than any corporation.
Attendees of this session will learn:
• An overview of the DoD acquisition lifecycle challenges and limitations, and where it could be going
• The characteristics of Agile SE, and its work products
• A real-life case study of how Agile SE teams were assembled, organized and operated
• The MBSE approach, using SysML diagrams for storyboarding and allocation
• How the requirements backlogs were generated and allocated to each development team
The following people can benefit from attending this presentation: Scrum Facilitators or Product Owners, Systems Engineers, Project Engineers, Program Managers, Project Managers, business-capture teams, University Grant applicants, Agile champions, and organization leaders.

Lessons Learned from Your Experience:
  • In this presentation we will share the following lessons learned during the implementation of an agile requirement process in a large DoD program:
  • The specific approach used to apply Agile to Systems Engineering.
  • How developing SE work products in a team/scrum environment was highly efficient. Systems Engineering often has the reputation of being ponderous. As the time savings proves, developing SE work products in a team/scrum environment was a highly efficient approach to Systems Engineering.
  • The importance and practice of management to the effort. An effort such as this requires strong, persistent management support to ensure the various stakeholders remain engaged. This included tweaking the team based on team member’s knowledge, participation, etc.
  • The necessary skill set. The skill set of the facilitators was also key to success. These Systems Engineers needed to be part methodologist, part tool jockey, part diplomat and part politician, with an inexhaustible supply of energy during the concentrated effort.
  • Eliminating the review cycle. One major advantage anticipated at the beginning was eliminating the need to review the work products. By having all stakeholders involved in the effort: the end-users, the recipients of the requirements, the customer procuring the system, we demonstrated that this was indeed the case.

Attachments:


Monday August 7, 2017 11:30am - 12:00pm
Wekiwa 1&2

2:00pm

Making the Change: Going Agile at the Department of Labor (Joey Spooner)

Abstract:
Going agile in the government is easy to say and hard to do. Teams and individuals prefer to stay apart and work on their own for weeks or months at a time. Documentation can quickly become more important than working software. Addressing the demands brought on by a change in administration, policy, or executive direction requires teams and individuals to start working together in order to succeed in their overall mission.
This lessons learned session will discuss the benefits, challenges, and outcomes when implementing Kanban in a traditional waterfall and silo working environment. Techniques for creating a continuous change towards an agile way of working will be shared. Performance data from a two year Kanban initiative at the Department of Labor will be reviewed and discussed. Participants will walk away with a clear understanding of how Kanban can break down silos, improve the agility of a traditional waterfall and silo focused organization, and noticeably improve performance.

Lessons Learned from Your Experience:
  • Start simple to support adoption
  • It's easy to overload your process with policies and then fail to respect your process
  • Using games can speed up the adoption
  • Leadership matters in a government or bureaucratic environment
  • Measuring sooner rather than later can really help everyone (especially the team) to see the forest from the trees


Speakers
avatar for Joey Spooner

Joey Spooner

Kanban Coach and Trainer, TriTech Enterprise Systems
Joey Spooner is an Accredited Kanban Trainer and Kanban Coaching Professional at TriTech Enterprise Systems, Inc. In a 15 year career spanning the communications, insurance, higher education, non-profit, and government sectors, Joey has been a software developer, IT director, strategic analyst, and technical expert. He blogs at www.spoonstein.com and tweets as @spoonstein. Joey holds a Bachelors in Business Administration.


Monday August 7, 2017 2:00pm - 2:30pm
Wekiwa 1&2

2:00pm

Wipeout! Make *New* Mistakes (Bernie Maloney)

Abstract:
Ever feel like the market moves faster than your marketing team? Or wonder how flexible your finance (and leadership!) teams would really be if self-direction glitched and blew a million dollars? Organizations introduce Agile believing it will lead in part to greater responsiveness and resiliency. Yet, why do so many fail to achieve those outcomes?
It isn’t just that they’re structured and operated by default along hierarchical lines rather than by design for iterative work. Achieving the full benefits of Agile comes from shifting the culture and mindset of a whole organization, sometimes as radically as encouraging it to “Make New Mistakes.” This very philosophy was a driver in the fastest division in HP’s history to reach $1B, a hardware division that was focused on manufacturing operations with razor thin margins, and markets that changed 3x faster than the development lead time.
Through a series of short stories and exercises, attendees will explore 5 practices from that business which led to roaring success. We’ll probe their parallels in Lean / Agile practice. With each one, you’ll briefly self-inspect the state of your own organization, as well as create a backlog you can use to adapt in your “real world” beyond the conference.
Do you have, or want, a vision that takes you beyond high performing teams, to a high performing, resilient business? Come hear how you can help your organization shift from mechanics that “do” Agile, and walk away with a feel for what’s possible when not just development but a whole organization surfs the flow of “being” Agile.

Learning Outcomes:
  • articulate the importance of having a clear, shared purpose to guide Agility
  • describe the framework of Situational Leadership and how to apply it to your own leadership style
  • identify two ways to clarify decision authority and where that clarity can be improved in your business
  • apply a simple "big picture" model to help match the Agile mindset to traditional business / project managment

Attachments:

Speakers
avatar for Bernie Maloney

Bernie Maloney

Agile Coach | Accelerating Genius, Persistent Systems
Bernie Maloney is an international speaker, coach and trainer who's helped grow businesses from break even to beyond $100M. The self-directed teams he's helped build have delivered award winning electronics and services, both to consumers and to businesses. Bernie teaches Agile Product Development at Stanford Continuing Studies, drawing on over 25 years experience with firms like Bell Telephone Laboratories, HP, TiVo and Good Technology. A... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
F2

2:00pm

Creating an Environment for Successful Agile Teams (Esther Derby)

Abstract:
Some teams seem to have some mysterious chemistry from the beginning. Other teams wallow, bicker, and slog their way to uncertain results. What makes one team soar, and another stumble? It's not just chance.
In this session, you'll experience what it's like to work on a team that is set up for success--or one that starts with the deck stacked against them. We'll explore the essential ingredients that result in that mysterious "chemistry." For example, we’ll examine the prerequisites for cohesion, and factors that pull teams apart. We'll look at myths and realities of software teams.
You'll gain tools to assess your agile team, and insights on how to adapt the environment for growing great teams.

Learning Outcomes:
  • Identify the essential elements for great teams.
  • Strategies to adapt the environment to improve the chance of team success.
  • Identify common pitfalls for agile teams.


Speakers
avatar for Esther Derby

Esther Derby

esther derby associates, inc.


Monday August 7, 2017 2:00pm - 3:15pm
Wekiwa 3&4

2:00pm

The Silence Experiment: Making Products without Words (Sallyann Freudenberg, Katherine Kirk)

Abstract:
Why do we talk? How useful is it?
Let's make products in silence and find out how talking both benefits and stifles collaboration
What does collaboration really mean?
  • In the first 75 minute period of this Silence Experiment session, participants build prosthetic hands for charity in complete silence, noting down each time they have the urge to speak.
  • In the second 75 minute period, Our salonniere will help us look at what we wanted to say and what happened instead.
We will pay particular attention to re-evaluating our model of collaboration and deep diving on the things people still felt like they wanted to say -- Did they really? What happened when they couldn't? How did that effect the outcome?

Learning Outcomes:
  • N/A


Speakers
avatar for Sallyann Freudenberg

Sallyann Freudenberg

Independent
Sallyann is a neuro-diversity advocate and an Agile Coach, trainer and mentor with 25+ years in the IT industry, 14 of which have been firmly in the Agile and Lean space. | She has a PhD in the Psychology of Collaborative Software Development. | Along with Katherine Kirk, Sal is co-founder of the Inclusive Collaboration Campaign, helping the industry to understand neurodiversity and contemplate how to support all of the amazing minds we... Read More →
KK

Katherine Kirk

Agile/Lean Coach, Independent
Now an independent consultant and researcher, Katherine has solid experience contracting and freelancing in a variety of roles within the IT and Media industries: from blue chip investment banking to media conglomerates. She has spent time as an Agile Coach at Rally after a period consulting as Delivery Improvement Specialist, Project Manager and Agile Coach at the BBC in the Future Media division in London. Katherine often finds herself... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
Suwannee 11&12

2:00pm

Overcoming Resistance: How to Engage Developers in Agile Adoption (David Frink)

Abstract:
Have you heard a developer on an agile team say something like this?
“Agile has too many meetings”
“I just need to get back to my real work”
“Why should I change, the old way works fine”
“It’s not my job to test”
If you’ve heard these, your developers (and possibly their managers) have some resistance to your agile practices.
This has probably led you to ask, “Why are developers disengaged? Why don’t they support this transformation? Why won’t they help us succeed? How can I reach them?”
Combining his experience as an agile Development Manager and Coach with wisdom from the fields of psychology, communication, negotiation and behavioral economics, David will provide techniques to better understand, communicate with and engage developers.
This session is for Scrum Masters, Product Owners, Coaches or anyone who needs techniques to engage developers (or other reluctant team members) in the agile process.
Participants will come away from this session with specific, actionable techniques they can use to better engage the developers they work with.

Learning Outcomes:
  • - Identifying common disengagement and resistance patterns
  • - Insight into the “developer’s mind”
  • - How to get past the surface of resistance and into the root of the problem
  • - Techniques to get developers (and others) off the sidelines and engaged in the process

Attachments:

Speakers

Monday August 7, 2017 2:00pm - 3:15pm
H2

2:00pm

Make the agile transition work! And what HR can do to support it… (Maike Goldkuhle)

Abstract:
During an agile transition the change of mindset, leadership behavior and the shift of responsibilities to many are key elements. Usually a company would work very hard on delivering this message, training people and make sure, they understand this new philosophy. But when it comes to daily business, the employee needs to see structural and process changes, too, to receive guidance and boundaries. Furthermore, they need to see that the agile transition is something that not only takes place in mindset but also happens in reality. He needs to feel safe when acting based on the new philosophy. Feeling safe is something that they will only experience when the new definitions, rules, guidelines and boundaries are also made explicit. Quite often those structural and more tangible changes will only follow after a while. During this period confusions and fallback into old habits may arise.
And here the contribution from HR can and needs to start! Become involved and proactive: Understand what agile transition means and immediately start changing old systems and processes. Develop and offer new tools whenever needed to support the new way of working and thinking. Emphasize the wanted behavior and work methodology in guiding the teams through three stages with your new tools.
The speech will describe the benefit of the listed three phases and concrete tools and guidance on how to implement them:
1. Sharing (feedback) is caring
a. Throw away your old manager – employee dialogues
b. Implement team feedback
c. Let the teams do their feedback dialogues themselves
 Team feedback for social competencies
 Team feedback for technical and skill competencies
Learn how to and helpful tools
  1. Reduce hierarchical thinking
    a. Throw away processes that the manager usually owned
    b. Let the team take ownership
    c. Implement team review and team approval processes
     Vacation planning
     Team training budget
     Recruiting and onboarding new employees through the team
    Learn how to and helpful tools
  2. Break with old (or common) rules
    a. Throw away old processes for salary raises/adjustments
    b. Standardize and objectify salary adjustments procedures
    c. Build them on team feedback and benchmark reviews
     Team Bonus
     Merit Money
    Learn how to and helpful tools

Learning Outcomes:
  • This session is about new systems and processes HR should set up and why they will make a difference. I will explain how you can introduce them step by step and what needs to be considered, based on my experiences.
  • • At the end the audience should feel value through my report as
  • o they have learnt new tools that can be useful for self-managed teams
  • o they will include HR into the agile transition and see value in doing so
  • o they have learnt that the sooner you change systems, structures and processes, the better and faster the transition will become

Attachments:

Speakers
avatar for Maike Goldkuhle

Maike Goldkuhle

HR Business Partner, Avira


Monday August 7, 2017 2:00pm - 3:15pm
H3

2:00pm

Agile Product Ownership: Do the Right Things, Not Everything (Ellen Gottesdiener)

Abstract:
Agile product owners feel the need to be in all places, all the time, with all people. To succeed, they need to be inventive, yet intensely focused; collaborative, yet decisive; far-sighted, yet detail-oriented. The best product owners are strategic—envisioning the product, communicating upstream with business executives, researching the market, and continually planning for delivery of high-value product options. Yet at the same time, they are also tactical—communicating downstream with the delivery team, running product demos, and discussing technical considerations.
Talk about a role that requires excellent balance and effective collaboration!
The good news is that it is possible to lighten your load and strengthen your product ecosystem so that you can make space for the right things amidst the clutter of everything. The key is to collaboratively examine the work of product ownership.
This workshop will identify the responsibilities and disciplines involved in the product owner role. We’ll explore the strategic and tactical work of agile product ownership, examine decision-making rules apply to the work of product ownership, and then use a fast-paced game to determine the level of delegation that is appropriate for product ownership work.
Whether you are a product owner, agile coach, or team member, this workshop will provide you with activities you can bring back to your product community to start improving your work processes right away. You’ll leave with new perspectives on ways you can eliminate unnecessary work and strengthen your support system so that you can concentrate on the right things to do instead of trying to do everything.

Learning Outcomes:
  • Identify the strategic and tactical work involved in product ownership
  • Appreciate the value of transparent decision making
  • Understand when and how agile team members can collaboratively support product owners
  • Consider what product owner activities can be delegated, when, and to whom

Attachments:

Speakers
avatar for Ellen Gottesdiener

Ellen Gottesdiener

CEO/Founder, EBG Consulting
Ellen Gottesdiener is an internationally recognized leader in the convergence of agile + requirements + product management and a pioneer in the use of collaborative practices for product discovery. She offers techniques, tools, training, and leadership in how you can engage in ways that excite, invite, and produce valuable product outcomes and happy teams. | | Ellen is a world-renowned writer, speaker, and presenter. Her most recent book... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
F1

2:00pm

Getting a Proposal Accepted at Agile2017: A Collaborative, Agile Approach (Skylar Watson, Jeff Langr)

Abstract:
Have you ever worked hard on preparing for a conference proposal only to be rejected?
With 2500 attendees and 300+ speakers, the Agile conference is the largest of its kind. Getting accepted as a speaker is a challenge and an honor, as over 600 proposals were submitted for 2017. Good luck with that! It’s tough getting accepted, and we’ve tallied up numerous, stinging rejections.
We can help! Improve your odds by following our patent-pending, highly collaborative approach for drafting a proposal. And since you’re reading this… it worked!
This presentation provides a path to getting your proposal accepted using a variety of Agile toolbox techniques. You'll learn about collaborative brainstorming, story mapping, proposal writing, building out and ultimately delivering the presentation. These techniques address the barriers to entry that can constrain potential future thought leaders--like you--from finding an audience.

Learning Outcomes:
  • Demonstrate how collaborative writing can be an effective tool for getting a talk approved
  • Understand how to iterate on Kent Beck’s success as he describes in “How to Get a Paper Accepted at OOPSLA”
  • Learn how early, public feedback can increase your likelihood of success
  • Demonstrate how story mapping can craft an effective presentation
  • Learn how to effectively communicate technically complex details to a broader audience


Speakers
avatar for Jeff Langr

Jeff Langr

Owner, Langr Software Solutions, Inc.
Jeff Langr has been professionally building software for over a third century. He is a contributor to Clean Code and the author of 5 books on software development: Pragmatic Unit Testing in Java 8 with JUnit, Modern C++ Programming with Test-Driven Development, Agile in a Flash, Agile Java, and Essential Java Style. Jeff provides consulting and training services through his company, Langr Software Solutions, Inc. He lives in Colorado Springs.


Monday August 7, 2017 2:00pm - 3:15pm
F4

2:00pm

'Failure' As Success In An Agile World: The Mindset, The Methods & The Landmines (J. Paul Reed)

Abstract:
"Failing fast," "failing forward" and "Learning from failure" are all the rage in the tech industry right now. The DevOps company "unicorns" seem to talk endlessly about how they reframe "failure" into success. And yet, many of us are still required to design and implement backup system capabilities, redundancies, and controls into our software and operations processes. And when those fail, we cringe at the conversation with management that will ensue.
So is all this chatter of reframing "failure" as success within our organizations just that: talk? And what does "reframing failure" look like, anyway? And what does any of this have to do with aircraft carriers and nuclear power plants?! Join us as we explore shifting our mindset of failure, the history that mindset is rooted in, and effective methods to move your organization toward thinking of failure differently, plus some landmines to avoid along the way.

Learning Outcomes:
  • How "safety science" relates to software development and operations
  • Methods and strategies to facilitate your organization's embrace of failure, so you can effectively learn from it and improve
  • Various pitfalls to avoid when organizations attempt to tackle failure differently


Speakers
JP

J. Paul Reed

Principal Consultant, Release Engineering Approaches
Been to BoS before? Yes Tw: @SoberBuildEng Talk to me about: Why is shipping software so hard?


Monday August 7, 2017 2:00pm - 3:15pm
Wekiwa 6

2:00pm

DevOps: an adoption model based on Maslow's Hierarchy (Nicolas Paez)

Abstract:
DevOps is getting more and more popular everyday, its benefits sound very attractive. You want to give it a try but you don't know where to start. Maybe you already started but you are not sure how to continue. So this session is for you. It presents a model to fully understand the DevOps mindset and how to implement its associated practices. The model is based on an analogy with Maslow's hierarchy of needs and proposes a hierarchy of practices to adopt a DevOps strategy. As you may imagine you can not expect to work in a "DevOps-way" if you don't have some basic practices in place like continuous integration and retrospectives. So this model will allow you to identify your current location in the hierarchy and it will allow you to design a clear path through the hierarchy of DevOps practices.

Learning Outcomes:
  • * Understanding of the different practices involved in any DevOps initiative
  • * Assessment tool to identify your "actual location" in the hierarchy
  • * Strategies to incrementally "move" through the hierarchy of practices to embrace a DevOps mindset in your organisation


Speakers
avatar for Nicolas Paez

Nicolas Paez

Docente universitario, Profesional Independiente
Nicolás Paez (nicopaez) es Ingeniero en Informática, egresado de la Universidad de Buenos Aires. Cursa una maestría en Tecnología Informática Aplicada a la Educación en la Universidad Nacional de La Plata y actualmente se encuentro trabajando en su tesis. Es docente en la Universidad de Buenos Aires y en la Universidad Nacional de Quilmes, en las áreas de Programación avanzada e Ingeniería de software. Tiene más de 12 años de... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
Wekiwa 9&10

2:00pm

Designing Business Outcomes #noprojects (Evan Leybourn)

Abstract:
In most agile teams, the focus on delivering projects has continued to distance them from what's important - delivering value to their customers.
All too often we’ve been measuring activity and cost, not outcomes and value. And it’s important to understand that an organisation that plans for growth outcomes (without binding a team to a specific output) can fundamentally adapt to a changing market. By creating clearly defined, non-conflicting, outcomes and common working principles senior management can delegate the “how” to their teams, while retaining ownership of the “what” and “why”.
This interactive presentation will help participants define the real outcomes and associated measures for their work and teams. Participants will come to understand that outcomes can be complex, interdependent and occasionally conflicting. Therefore we will create 3 elements;
  1. the profile of the outcome,
  2. the relationship between outcomes, and
  3. the principles that align work across all outcomes
Without binding a team to a specific output, an organisation that understands, and plans for, growth outcomes can fundamentally adapt to a changing market. Governance controls come in the form of common working principles and clearly defined, non-conflicting, outcomes. In this way, senior management can delegate the ‘how’ to their teams, while retaining ownership of the ‘why’.

Learning Outcomes:
  • Introduce #noprojects - The alignment of activities to outcomes, measured by value, constrained by guiding principles and (optionally) supported by continuous delivery technologies.
  • The importance of outcomes
  • How to create an outcome profile
  • How to create constraining principles


Speakers
avatar for Evan Leybourn

Evan Leybourn

Author, Directing the Agile Organisation
Evan is an experienced leader, coach and published author in the developing field of Agile Business Management; applying the successful concepts and practices from the Lean and Agile movements to corporate management. Evan has a passion for building effective and productive organisations, filled with actively engaged and committed staff while ensuring high-levels of customer satisfaction. Evan's experiences when holding executive and board... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
H4

2:00pm

Intentional Architecture: Practices for Sustainable Development and Delivery (Rebecca Wirfs-Brock)

Abstract:
We'd like to deliver functionality on a regular cadence, but sometimes poor design and technical debt trips us up. Ongoing, sustainable development and delivery of system functionality benefits from explicit attention to architecture. Yet we don't want to slip into old habits, overspecifying things we'll never implement or doing too much design upfront. We need to strike a balance. While being agile, we also want to pay attention to the desired and emergent architecture qualities of our systems. Performance, scalabability, maintainability, or flexibility don't happen by magic.
This session introduces you to several architecture practices that can be picked up individually and adapted to your specific business context. You'll learn about practices for managing architecture work, making it visible, and for incrementally delivering architecture. For example, you might want to want to define a landing zone for key system qualities, giving room to make architectural tradeoffs. Or, you may need to raise awareness of existing architecture debt so that you can plan accordingly. Or you may need to fit in cycles of architecture investigation or innovation in with ongoing delivery of functionality. Or probe your existing system's capabilities through defining quality scenarios for normal and failure/recovery modes.
One set of architecture practices doesn't fit all situations. Come learn some powerful architecture practices that can be independently adopted to address your challenges with architectural complexity, uncertainty, emergent system behavior, and incremental delivery of features and capabilities.

Learning Outcomes:
  • Appreciate explicit attention to architecture and the utility of independent architecture practices
  • Ways to manage and mitigate architecture risk: landing zones, risk reduction backlogs, architecture roadmaps
  • Managing architecture investigation: architecture spikes, innovation spikes, bounded reasearch
  • Making architecture work and progress visible: coloring the backlog, system quality dashboards, system quality scenarios
  • A decision-making framework for "dialing in" explicit architecture practices


Speakers
avatar for Rebecca Wirfs-Brock

Rebecca Wirfs-Brock

President, Wirfs-Brock Associates
I'm best known as the "design geek" who invented Responsibility-Driven Design and the xDriven meme. I'm also keen about team effectiveness, communicating complex requirements, software quality, pragmatic TDD, and techniques for architecting and reducing risk on agile projects and programs. I'm a slow jogger... if anyone is interested in early morning slow jogs while at the conference it'd be fun to meet and go on a run.


Monday August 7, 2017 2:00pm - 3:15pm
Wekiwa 7&8

2:00pm

Getting Real without Getting Fired — Saying things in a way people can hear (Allison Pollard, Marcus King)

Abstract:
Are important words often left unsaid at your place of work? Do you feel like you're navigating a complex maze in conversations? Does your message tend to miss the mark with co-workers, who increasingly seem to be impediments to reaching your goals? Are these unspeakable truths in your workplace that you wish someone would resolve for you?
Trust and communication issues within the workplace can hollow out an organization. Invisible lines get drawn. Alternate forms of communication open up to subvert perceived rivals. Allies are recruited, reinforcing an us vs. them behavior cycle. Organizations are suffering from a lack of trust, and it's costing them speed, productivity, and collaboration. What can YOU do about it?
Regardless of your title, you can be a leader in your organization, and a leader's first job is to inspire trust. In this session, Allison and Marcus will share models to evaluate your own behaviors and facilitate activities to help you find your voice for speaking the truth in a way that builds trust. Softening the truth can feel comfortable in low trust environments--it's simpler, nicer, and can make you look like a team player. It can also lead to miscommunication, undelivered news, and blame shifting. On the other hand, saying the truth in all of its ugliness is risky and potentially career-limiting. Finding the sweet spot of communication to become a trusted leader takes self-awareness and practice. Attend this workshop and learn to recognize how your behavior is building trust--or not--and practice speaking hard truths so that others can hear it.

Learning Outcomes:
  • Recognize your current state, self, and patterns of communication that might indicate a low trust environment
  • A model to identify the communication cycles that hamper your organization from achieving its full potential
  • Pattern to practice better forms of direct communication and build trust, which can also be used to get feedback from others



Monday August 7, 2017 2:00pm - 3:15pm
I4

2:00pm

Measure Learning with a Dojo Dashboard (Jason Tice)

Abstract:
The agile manifesto call for individuals, teams, and organizations to foster a culture of continuous learning; however, how do we measure learning to know if we are making progress towards this call? Join us at Agile2017, for a hands-on workshop where you will learn a series of team and cross-team collaboration activities to identify and share learning goals, and then measure progress towards learning goal attainment.
Using a series of collaborative activities, workshop participants will experience how to create a self-organized “Dojo” for learning. A “Dojo” is a Japanese concept for a designated place where people practice to improve. Traditionally, dojos focus on martial arts practice; however, within the agile community, dojos in various forms are becoming a pattern for teams to focus on learning. Within our “Dojo”, teams will use metaphor to share challenges they are encountering, then will identify what they need to learn to improve. These learning goals provide the basis for measurement of learning and will be captured via a “Dojo Dashboard”. This dashboard provides a central viewpoint of learning needs across teams. The dashboard enables team members to share what they know, and enables teams and team members to learn from each other to achieve learning goals.
In this workshop, participants will simulate the creation a “Dojo” to capture team learning needs and create a “Dojo Dashboard” to measure learning goals as they are attained. Participants will leave having experienced collaborative activities that support a pattern to measure learning at the individual, team or organization levels.

Learning Outcomes:
  • Participants will learn what a “Dojo” is and how “Dojo” activities can support learning within agile teams and organizations.
  • Participants will see how guiding Dojo learning activities through collaboration creates data by which organizational learning can be measured.
  • Participants will experience a series of collaboration activities that can support a bottom-up / grass-roots Dojo initiative providing learning benefits with minimal additional investment.


Speakers
JT

Jason Tice

Vice President of Business Innovation, World Wide Technology


Monday August 7, 2017 2:00pm - 3:15pm
I1

2:00pm

Training from Outside the Room (Marian Willeke, Scott Marsee)

Abstract:
Training is an important aspect of the learning process. We have Sharon Bowman's brilliant work in "Training from the Back of the Room" helping us be better … in a box. A room. A single space of time.
However, this is not sufficient to achieve your potential as either individuals or organisations. The best organisations have embraced a culture of continuous learning. It's outside the room. Learning is a mindset evident in everyday behaviours and drives the decisions people make. These companies have extended the agile concepts of continuous integration, automation, and deep customer focus beyond their software development work and into their coaching and L&D organisations' mindset.
So how do we get our companies to that point? Learning is the single largest constraint to us to achieving the agility we seek, yet learning too often remains constrained by the "day of training" mindset. This workshop introduces and helps you explore learning strategies to help you make the science of learning a part of your organisational strategy. Together, we will practice designing systemic, culturally embedded learning using topics relevant to your organisation.

Learning Outcomes:
  • Discover that long-term competitiveness requires a culture of continuous learning.
  • Develop a continuous learning mindset as a part of your organisational strategy.
  • Explore the behaviours and habits that instil learning into your culture.
  • Design learning based on Agile practices and education science to be incremental in short focused bursts that involve sharing and experimentation.


Speakers
avatar for Scott Marsee

Scott Marsee

Academic Program Director, Ohio Christian University
My passion is working with instructional design teams to develop engaging learning experiences. Developing an instructional design model that uses Agile methods has opened up opportunities to research team communication and implement exciting new strategies.
avatar for Marian Willeke

Marian Willeke

Director, Adaptive Learning
My passion is centered around ensuring effective learning experiences that improve people's lives. Developing a learning mindset is my ultimate goal whether working with academic programs or corporate training; formal or informal learning practices. It is my belief that our potential for agility is limited only by our capacity for learning.


Monday August 7, 2017 2:00pm - 3:15pm
I2

2:00pm

The Agile PMO: six things you need to nail (Joshua Arnold)

Abstract:
What does the PMO actually do in an agile, learning organisation?

The leading vs dragging PMO
In many organisations the PMO tends to be part of the problem rather than part of the solution. They tend to frustrate attempts to improve agility that come from either bottom-up team level adoption of agile and top-down desires to improve organisational agility. A lot of the changes that come from adopting agile have a habit of breaking the mold that the PMO is used to. We tend to see a shift from the left-hand side to the right-hand side of this list:

Less of this, more of that
In 140 characters:
. Plan —> Forecast
Resources —> Teams
Push —> Pull
Reqmnts —> Expmnts
Projects —> Initiatives
Dates —> CostOfDelay
— Joshua J. Arnold (@joshuajames) September 7, 2016
Leading change vs defending status quo
Unless they’ve been hiding under a rock for the last decade or so, the teams already get this. In my experience, senior managers also get it. Although they may not use this language they do understand the need to change the culture. The PMO tends to get stuck in the middle though, defending old-skool, outdated thinking that doesn't fit the new more agile world of software and product development. Often they just don’t know any different and they’re using what they’ve been taught as “best practice”.
The thing is, the PMO, with it’s wider portfolio level view of teams is actually well-positioned to really add value and improve the system as a whole. But maybe they don’t know how they could be helping? Based on many years helping organisations from Maersk Line to Starbucks, public and private sector I'll lay out an informed view of the six things the PMO should be more focused on.

Learning Outcomes:
  • Understand how the PMO is well-placed to add value in an agile organisation
  • Learn 6 things an Agile PMO needs to nail
  • Advice for agile PMOs: (More of this, less of that)


Speakers
avatar for Joshua Arnold

Joshua Arnold

Engineer, blackswanfarming.com
With a background in fluid mechanics and systems engineering, Joshua has worked for the past decade with various organisations to improve their systems of innovation and delivery. In particular, Joshua has focused on the problem of prioritisation and portfolio management, helping to bring the fuzzy-front-end of development into focus and aligned toward faster time-to-market and improved return on investment. | | He recently co-authored an... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
F3

2:00pm

Stalwarts - Stephen Denning (Stephen Denning)

Abstract:
Although the notion of organizational Agile and business Agility covers many variations in managerial practices, the site visits of the SD Learning Consortium revealed a striking convergence around three themes or “laws”:
  • The law of the customer: An obsession with delighting customers by continuously adding value for customers and users, as well as a recognition of the current need to generate instant, intimate, frictionless value at scale.
  • The law of the small team: A presumption that in a volatile, complex, uncertain and ambiguous world, work needs to be disaggregated into small batches and performed by small cross-functional autonomous teams, working iteratively in short cycles in a state of flow, with fast feedback from customers and end-users.
  • The law of the network: The entire firm functions as a fluid interactive network, not merely a top-down bureaucracy with a few teams implementing Agile tools and processes.
Achieving continuous innovation is dependent on an Agile mindset pervading the organization. Pursuit of all three laws is key to sustaining business agility. Individually, none of the observed management practices are new. What is new and different is the way that the management goals, practices and values constitute a coherent and integrated approach to continuous innovation, driven by and lubricated with a pervasive entrepreneurial mindset.
About Steve Denning
Steve Denning is the author of several books on organizational storytelling, including The Leader's Guide to Radical Management (Jossey-Bass, 2010).
Steve is the former Program Director, Knowledge Management at the World Bank. He now works with organizations in the U.S., Europe, Asia and Australia on Agile leadership, innovation and organizational storytelling. His clients have included many Fortune 500 companies.
Steve currently writes a popular column for Forbes.com.
Steve’s innovative work has been recognized world-wide. In November 2000, Steve was named as one of the world’s ten Most Admired Knowledge Leaders (Teleos).
Steve was born and educated in Sydney, Australia. He did a postgraduate degree in law at Oxford University in the U.K. Steve then joined the World Bank where he worked for several decades in many capacities.

Learning Outcomes:
  • N/A


Speakers

Monday August 7, 2017 2:00pm - 3:15pm
Wekiwa 5

2:00pm

7 Sources of Waste in Automated Testing and How To Avoid Them (Jonathan Rasmusson)

Abstract:
Thousands of hours are wasted every year maintaining poorly written suites of automated tests. Not only do these tests slow teams down, they sap morale, and are a huge time sink. By learning what these seven wastes are teams can avoid much of the dysfunction and waste that comes with most early automation efforts. And instead get to adding value faster by applying a few simple techniques.

Learning Outcomes:
  • How to get your team on the same page when it comes to automated testing
  • How to get testers and developers seeing each other's points-of-view when it comes to writing automated tests
  • How to establish the necessary baseline, culture, language, and rules of thumb around where and when to write different kinds of automated tests
  • How to avoid much of the waste and dysfunction that comes with early automation testing efforts

Attachments:


Monday August 7, 2017 2:00pm - 3:15pm
I3

2:00pm

Evolving Your Testing Strategy: Mapping Now, Next, and Later (David Laribee)

Abstract:
Pyramids? Quadrants? Cupcakes?! There are a wide array of models that describe approaches to test automation strategy in terms of best practice or anti-pattern. While these models are useful for visually communicating how your team currently manages (or should manage) software quality, no single model represents a complete strategy in and of itself.
In this talk, we’ll begin by framing the universe of Agile testing models: models that range from technical to product to cultural mindsets. I’ll add detail and nuance to each of these models in the form of professional experience, challenges with introduction, and case study. We'll look at the strengths of weaknesses of each model in terms of the constraints it adopts (and ignores). We'll also learn about the social costs of incorporating or abandoning each approach.
With a new lens, focused on testing strategy as an act of curation, I'll share an approach to mapping, evolving, and iterating a testing strategy appropriate for your product development team's specific context.

Learning Outcomes:
  • Understand common test strategy models in terms of their constraints, strengths, and weaknesses.
  • Learn how each may create confrontation or limitations in certain organizational contexts with well-defined tester/developer roles.
  • Combine constraints and classic models to describe your current testing strategy visually with a map.
  • Create a model that describes a desired future state of testing strategy.
  • Identify decisions--and their inherent challenges--necessary to change strategy for a large organization with a complex system.

Attachments:

Speakers
avatar for David Laribee

David Laribee

PRODUCT DEVELOPMENT COACH, Nerd/Noir, LLC
David Laribee is a product development coach with deep roots in Lean, Agile, XP and Scrum. He believes in the power of collaboration, simplicity and feedback.\n\nOver the last 20 years, David has built teams and products for companies of all shapes and sizes. He’s founded startups and consulted for Fortune 50 enterprises. He’s developed software-intensive products in a wide variety of domains from technology to insurance to beverage... Read More →


Monday August 7, 2017 2:00pm - 3:15pm
H1

2:45pm

Can you develop avionic products in Agile? (Inbar Oren, Yael Man)

Abstract:
Can you build high assurance systems in Agile? Can you upgrade aircrafts, develop head-mounted devices and design highly complex systems using lean principles?
Many have relegated Agile development to small software teams, but at Elbit we have taken the leap.
This talk will describe the journey we took from a few software teams doing scrum to whole solution lines build some of the world most advanced systems using Lean and Agile principles. We'll describe the challenges we faced in reorganizing around value, changing the roles and responsibilities of leaders and building a new culture of learning and excellence.

Lessons Learned from Your Experience:
  • • Agile works to build systems at scale in multidisciplinary teams
  • • Change is hard, for software engineers as well as hardware engineers
  • • Coaching is critical at all levels
  • • Process metrics and short term wins are essential
  • • Cooperation with both the business units and manufacturing is a key element in the success of Lean-Agile in systems
  • • Don’t forget the basics – lean principles
  • • Management support is not enough, management leadership is a must



Monday August 7, 2017 2:45pm - 3:15pm
Wekiwa 1&2

3:45pm

Drama Geek: How Eating Pretend Ice Cream Made Me a Better Scrum Master (Cass Van Gelder)

Abstract:
Cass Van Gelder admits it: her parents cringed when she told them she was majoring in theatre. "Ugh! You'll never find a job!" her mother cried.
Fast-forward twenty+ years, and not only does she have a job, she has a thriving, fun career at Video Gaming Technologies, Inc. Though not in drama (she does still experience some), she liberally applied her theatrical background and put it to good Agile use!
From planning gigantic theatrical productions on small budgets to acting out difficult conversations, learn how she applied the crazy, fun world of theatre to the wonderful theater of Agile.

Lessons Learned from Your Experience:
  • Improvisation
  • Project Management
  • Working with a Limited Budget
  • Working with a Limited Timeframe
  • Dealing with Very Different People and Cultures
  • Sympathizing and Empathizing
  • Becoming a Jack-of-All-Trades
  • Hard work
  • Having Difficult Conversations
  • Presentation Skills
  • Doing the Best You Can with What You’ve Got


Speakers

Monday August 7, 2017 3:45pm - 4:15pm
Wekiwa 1&2

3:45pm

Business Agility - Value Based Planning (Kimberly Scribner, Jeff Howell)

Abstract:
Agile is about helping businesses and people embrace change and complexity. An agile business implementation can also be one of the most difficult cultural changes an organization will experience. Connecting how a business can gain value from an agile implementation is important to the implementation's success. Want to be a key change agent and ready to prepare your organization to inspect and adapt quickly?
This session is focused on those looking to take agile principles beyond software development. If you are an internal agile champion looking to expand the agile footprint within your business or new to agile and just beginning your transformation you will come away with key take away items to get you moving down the right path.
We'll focus on:
  • Understanding the principles behind the manifesto
  • The cadence of a non-software specific initiative and how to make sense of it for all parts of your business
  • Knowing when agile principles can help on large initiatives as well as growing and managing strategy for a business
  • Taking a value based approach to planning
  • Inspecting and adapting quickly
We'll show techniques for taking a value based planning approach to deliver improved results for your business. This session will include a workshop to develop a value based backlog for a problem your business is currently facing.

Learning Outcomes:
  • Following this workshop attendees should be able to:
  • - Understand the key Agile Business Values and how to apply them
  • - What type of initiatives Agile concepts can be most helpful with
  • - Clearly define key values for an initiative
  • - Break down those values into critical success factors in the form of epics
  • - Build and execute on an ordered list focused on those values



Monday August 7, 2017 3:45pm - 5:00pm
F3

3:45pm

How to be a Great Agile Product Owner - Lowell Lindstrom (Lowell Lindstrom)

Abstract:
Development teams are having success delivering in smaller increments and welcoming changing requirements. A key enabler for this capability is a prioritized product backlog with clear criteria for success. Unfortunately the world does not present itself to the team in this orderly fashion. That's where you, the Product Owner come in.
As the Product Owner, your actions and decisions determine what will be achieved through the development teams efforts.
  • Will the users be delighted to experience your product everyday?
  • Will those that funded the effort look back on a great investment?
  • Do the team of people that developed the product feel an immense sense of fulfillment from having been part of the endeavor?
Achieving that is a tall order, but that is what great Product Owners do. You can be a great Product Owner by understanding the role and following a few key disciplines.
This session will introduce the participants to the Product Owner role.   We will cover:
• The evolution of the role, so that you can cut through the noise and focus on being successful in the role
• The mindset required to maximize the impact agile has on your organization
• The practices and skills that enable a success
• future trends to look for during the rest of conference and beyond
You’ll leave this session with deep understanding of the Product Owner role and how to successfully fulfill the role on your agile efforts.

Learning Outcomes:
  • * describe the role the Product Owner plays in an agile working environment
  • * understand different organizational models for Product Ownership
  • * define and work effectively with your product's community of people, from stakeholder to developers
  • * express vision and strategy for your effort
  • * reduce work to small increments using users stories and similar techniques
  • * use different techniques and metrics to validate that value is being delivered


Speakers
LL

Lowell Lindstrom

oobeya group


Monday August 7, 2017 3:45pm - 5:00pm
Wekiwa 3&4

3:45pm

Working Through Stressful Conflict (Mike Lowery, Caroline Sauve)

Abstract:
As coaches, managers, or team members - we've all encountered situations in the workplace where a conversation moves in a matter of seconds from "constructive conflict" into "stressful conflict". However, working effectively through stressful interactions in the moment is a skill that we rarely have the opportunity to practice in a safe environment.
In this workshop, we'll begin by exploring the differences between constructive and stressful conflict and establish the different behaviours that can bring forth these stressful interactions. We'll then quickly move into a series of practice exercises and provide key facilitation techniques to help you support a more healthy interaction both one-on-one and on your team.
In short, you will walk away from this workshop with new skills and techniques to help yourself and others have a more productive and stress free interactions. Most importantly, applying these new skills will create the possibility for deeper, more meaningful and more relevant discussions both one-on-one and as a team.

Learning Outcomes:
  • Effectively identify when interactions move from "constructive" to "stressful"
  • Understand the spectrum of different "styles under stress", including becoming aware your own personal style
  • Collaboratively practice and experiment with key facilitation responses to stressful outbursts, improving skills for working through these situations in the moment
  • Develop the ability to re-frame individuals and teams prone to stressful interactions into a positive or neutral position by transforming the path to action from stressful or constructive

Attachments:


Monday August 7, 2017 3:45pm - 5:00pm
Wekiwa 7&8

3:45pm

Hello? Is there anyone there? How to engage with distributed teams. (Samantha Laing, Karen Greaves)

Abstract:
In the ideal perfect world there will be rainbows and unicorns and teams that all sit together. In reality, most teams have to deal with distribution in one form or another. For some: it’s team members spread across a building, for others it’s team members in other parts of the world in different time zones.
Have you even been on a call where you can hear someone ordering coffee, or a dog barking? My favorite is being told someone is joining the call, after you've spent 5 minutes explaining something in detail. Mostly distributed meetings are boring, and not really worth the time and effort.
As agile coaches we truly value face to face communication and visible boards and sticky-notes, we also value working from anywhere, having pets in the office and not having to travel. So what is possible here? We decided to fully immerse ourselves into the distributed world and see what happened. We were amazed - we managed to build trust, explore and discover great collaborative tools and we improved communication.
We would like to share some of our discoveries and tips with you. Join us to explore how agile can work for distributed teams.

Learning Outcomes:
  • Cultivate a mindset of exploring possibility rather than resenting distribution
  • Understand how distribution affects your team
  • Know when distribution is actually an advantage
  • Know what is possible given your situation
  • Tips we have learned from working with distributed teams


Speakers
avatar for Karen Greaves

Karen Greaves

Director, Growing Agile
As a trainer, coach and mentor I love sharing experience, ideas, failures and experiments with agile. I love meeting new people so come introduce yourself. Check out www.growingagile.co.za to see what I look like, or just listen for the loudest person in the room :) This will be my third time at Agile, despite the very long flight from Cape Town South Africa.
avatar for Samantha Laing

Samantha Laing

Agile Coach, Growing Agile
I am an Agile Coach in sunny South Africa. | Recently I have co-authored a book: Growing Agile: A Coach's guide to training scrum - check it out here: | https://leanpub.com/TrainingScrum | | Please go to our website for more info: www.growingagile.co.za


Monday August 7, 2017 3:45pm - 5:00pm
I2

3:45pm

Only Responsible Leaders Can Collaborate in a High-Functioning Team (Ronica Roth, Christine Hudson)

Abstract:
Christopher Avery's responsibility process describes the phases we go through on our way to taking real responsibility.
Patrick Lencioni describes the five dysfunctions of team, and by extension the five behaviors of a high-functioning, collaborative team.
Jean Tabaka taught us how to facilitate collaboration by creating safety in a room and on a team and by ensuring that all voices are heard.
In this highly interactive workshop, we will explore together what happens we are a stuck in something less than a place of responsibility, and what impact that has on our ability to collaborate effectively on a team.
Then we will explore how working our way to a place of responsibility also helps us create and contribute to a healthy team, and how to facilitate a team that can collaborate to create great things.
Attendees will walk away with a set of working agreements--and a process you can run with your team--that can help you and your team reach performance and responsibility.

Learning Outcomes:
  • * Understand the effects of responsibility (or its lack) on ourselves and the team
  • * How awareness of both models helps us improve our own behavior, which in turn helps us improve team dynamics.
  • * Specific actions to help a team become healthier
  • * Facilitation techniques specifically designed to create safety in the room and to ensure all voices are heard


Speakers
avatar for Christine Hudson

Christine Hudson

Services Program Manager, CA Technologies


Monday August 7, 2017 3:45pm - 5:00pm
H3

3:45pm

Missing the point with Backlog Item Estimation (Chris Li)

Abstract:
Have you experienced a lot of energy and time spent with your teams centered around estimation? Do you feel that everyone isn't quite on the same page? There are a number of challenges on teams who wish to work with an agile mindset, and negative patterns around estimation can have quite the impact on productivity and team morale.
In this workshop, participants will revisit what a Product Backlog Item represents as well as exactly what an estimate represents. Using this as a foundation, session participants will learn about four distinct parts of a pattern that repeats itself in organizations who may not have a strong handle on these concepts. The workshop concludes with participants participating in a lightweight estimation exercise that they can then take back to their organization.
Having a better understanding of estimation is helpful, and combined with a simple yet powerful game to compare items relatively to one another will help break your teams of the pattern of misunderstanding the point of backlog item estimation.

Learning Outcomes:
  • Revisit the fundamental concepts of Product Backlog Items and Estimates
  • Share past experience of estimation activities with other participants
  • Explore the pattern of misunderstanding around backlog item estimation
  • Learn to facilitate a lightweight and collaborative estimation exercise

Attachments:

Speakers

Monday August 7, 2017 3:45pm - 5:00pm
I3

3:45pm

Create Software Quality (David Bernstein)

Abstract:
This session will help you quantify key software qualities that drop the cost of testing, maintaining, and extending code. Quality in delivered software is intangible and different from quality in physical goods. Some external attributes of software quality—free from defects and easy to maintain—are reflections of the code’s internal qualities. When we build classes and methods that are cohesive, non-redundant, well-encapsulated, assertive, testable, and explicitly coupled, they are less prone to bugs and far easier to read, test, debug, and maintain. Paying attention to these code qualities helps focus us on the principles, patterns, and practices used by expert developers.
If you don’t pay attention to critical code quality attributes, iterative development practices can quickly degrade code into a maintenance nightmare. Join software development consultant and author David Bernstein and take a deep dive into the code qualities that make software more maintainable and less bug-friendly. Create software that not only provides value now but is easy to change and extend so it can continue to deliver value far into the future.

Learning Outcomes:
  • Explore six code qualities that make code easier to change
  • Identify six code pathologies and why they’re bad
  • Use the Single Responsibility Principle to increase cohesion
  • Distinguish between redundancy and duplication
  • Understand encapsulation as hiding “how” with “what”
  • Increase assertiveness of code by keeping state with behavior
  • See how testability directly reflects code quality


Speakers
avatar for David Bernstein

David Bernstein

Consultant, To Be Agile
David Scott Bernstein is the author of the new book _Beyond Legacy Code: Nine Practices to Extend the Life (and Value) of Your Software._ It’s an insider’s view of the software industry drawn from his decades of hands-on experience as a software developer, trainer, and consultant to some of the biggest players in the business. With its emphasis on technical excellence, the primary audience for _Beyond Legacy Code_ is software development... Read More →


Monday August 7, 2017 3:45pm - 5:00pm
H4

3:45pm

Onboarding with the Mob (Sheldon Fuchs, Ravdeep Sekhon)

Abstract:
Onboarding can be difficult, especially when growing a team by 100% or more in a short period of time. How can you ensure that the practices your team believes in are spread to new hires? When growing this quickly how can you ensure that beliefs in things like test driven development, boy scout coding and incremental architecture don't get lost in the explosion? How can you mentor when half or more of your team has been around for less than a year?
This presentation will describe the specific approaches we have used to onboard new developers, and delve into what we've learned. We'll talk about some of our failures and show some of our successes. As with any development practice we'll show how we've used continuous improvement to tweak our onboarding practices, ensuring that our new members get up to speed very quickly and contribute almost immediately.

Learning Outcomes:
  • mob-programming is the best way to learn
  • safe spaces in development can be super effective
  • pair-programming alone is not enough
  • embedding with a team right away is not enough
  • onboarding needs to be continuously examined



Monday August 7, 2017 3:45pm - 5:00pm
Wekiwa 6

3:45pm

AppSec from the Trenches: Practical Application Security for an Agile and DevOps world (Abhay Bhargav)

Abstract:
DevOps practices have become the de-facto approach to deliver applications at rapid scale and unprecedented speed. However, any process is as fast as its biggest bottleneck and security is becoming the most pervasive bottleneck in most DevOps practices. Teams are unable to come up with security practices that integrate into the DevOps lifecycle and ensure continuous and smooth delivery of applications to customers. In fact, security failures in DevOps amplify security flaws in production as they are delivered at scale. If DevOps should not be at odds with security, then we must find ways to achieve the following on priority:
  • Integrate effective threat modeling into Agile development practices
  • Introduce Security Automation into Continuous Integration
  • Integrate Security Automation into Continuous Deployment While there are other elements like SAST and Monitoring that are important to SecDevOps, my talk will essentially focus on these three elements with a higher level of focus on Security Automation. In my talk, I will explore the following, with reference to the topic:
  • The talk will be replete with anecdotes from personal consulting and penetration testing experiences.
  • I will briefly discuss Threat Modeling and its impact on DevOps. I will use examples to demonstrate practical ways that one can use threat modeling effectively to break down obstacles and create security automation that reduces the security bottleneck in the later stages of the DevOps cycle.
  • I firmly believe that Automated Vulnerability Assessment (using scanners) no matter how tuned, can only produce 30-40% of the actual results as opposed to a manual application penetration test. I find that scanning tools fail to identify most vulnerabilities with modern Web Services (REST. I will discuss examples and demonstrate how one can leverage automated vulnerability scanners (like ZAP, through its Python API) and simulate manual testing using a custom security automation suite. In Application Penetration Testing, its impossible to have a one size-fits all, but there’s no reason why we can’t deliver custom security automation to simulate most of the manual penetration testing to combine them into a custom security automation suite that integrates with CI tools like Jenkins and Travis. I intend to demonstrate the use a custom security test suite (written in Python that integrates with Jenkins), against an intentionally vulnerable e-commerce app.
  • My talk will also detail automation to identify vulnerabilities in software libraries and components, integrated with CI tools.
  • Finally, I will (with the use of examples and demos) explain how one can use “Infrastructure as Code” practice to perform pre and post deployment security checks, using tools like Chef, Puppet and Ansible.

Learning Outcomes:
  • Insight into different processes of Application Security throughout the Agile Development Lifecycle, where Continuous Delivery of apps is the norm
  • Demos of Application Security Test Automation integrated into DevOps processes like Continuous Integration
  • Intro to Iterative Threat Modeling - for Agile


Speakers

Monday August 7, 2017 3:45pm - 5:00pm
F2

3:45pm

Enterprise Discovery: From Clouseau to Columbo, Understanding Large Organizations (Thomas Perry, Marcelo Camozzato)

Abstract:
Understanding the enterprise is essential to the success of any enterprise transformation initiative. All too often, consultants are rushed in to implement agile methods without any meaningful understanding of the existing people, processes or culture. Engaging without understanding these important contextual elements is a recipe for failure. There is an alternative that can help lead to more successful outcomes: Organizational Discovery.
Organizational Discovery is a structured process for uncovering the critical elements of the people, process and culture. It goes far beyond the current rather superficial models of "agile assessment" to dig into uncovering meaningful functions and dysfunctions within the enterprise. In this talk we describe the discovery process with different investigation approaches and the pros and cons of each.

Learning Outcomes:
  • Understand the enterprise discovery process
  • Learn different investigation approaches and how and when to use them
  • Discover the kinds of artifacts needed to uncover to maximize engagement success


Speakers
avatar for Thomas Perry

Thomas Perry

Sr. Principal Transformation Coach, CA
Tom has been working in software development for over 20 years. He has worked on teams at startup companies, large corporations in the Fortune 100 and the State and Federal Government. His background includes testing, development, project/program management, agile coaching/mentoring and training. As part of his involvement in the greater agile community, he led the Seattle eastside chapter of the APLN. Tom speaks at a wide variety of software... Read More →


Monday August 7, 2017 3:45pm - 5:00pm
H1

3:45pm

Leveling Up at Scale: How to find your target and aim for it! (Steve Holyer)

Abstract:
Are you ready to scale successfully?
Your success depends on management structures, relationships, and organizational culture. It also depends on the skills, tools, and practices your teams are mastering.
What investments are required to create the environment that cultivates progress and mastery of team skills and capabilities at scale?
What are the benefits you can expect in return?
  • Do you need consistent and sustainable team focus on producing value that is fully aligned with business goals?
  • Do you need high-quality, predictable, and reliable continous delivery capabilities that come from mastering technical and engineering practices?
  • Do you need to be a disrupter? Do you need to achieve the goal of optimizing value through business agility?
Help your teams chart a path to an agreed-upon goal of mastery.
In this hands-on session you will work together with others who share your passion in order to uncover strategies that develop team proficiency and produce the outcomes your business and customers need. Plan your investment strategy in Agile Practices at the team level to help you gain new insights for working at scale.
We will be working with the team-based Agile Fluency™ Model from James Shore and Diana Larsen to understand your individual teams' development. We will explore what the model can teach us about mastery that supports scaling your Agile principles and practice while you create an environment that fits your customer and business needs best.

Learning Outcomes:
  • Explain how teams learn through deliberate practice that support success at scale no matter which scaling principles and processes are emerging in your organisation.
  • Ask the right questions to evaluate scaling frameworks in terms of the principles and practices that fit your organisation best.
  • Identify the zones of the Agile Fluency Model and show how they apply tp your teams.
  • Understand how skills and practices may change as teams become more fluent.
  • Encourage the environment your organisation needs to develop proficient fluency at the next level—and the right level for your organisation.


Speakers
avatar for Steve Holyer

Steve Holyer

Principle Consultant (and Indie-label Coach), Engage-Results.com
Steve Holyer is an experienced trainer, coach, facilitator and consultant helping organisations unleash value and produce results. He is also a frequent international speaker on Scrum and Agile software development. He serves as advocate and mentor for companies, leaders and change agents looking for a better way of working using Agile practices in a productive, fulfilling, and fun way. | | From international Swiss business to emerging... Read More →


Monday August 7, 2017 3:45pm - 5:00pm
I1

3:45pm

Shift your Blind Spots to Bling Spots for Agile Success! (Jake Calabrese)

Abstract:
As leaders, we often talk about how we wished people or teams would step-up. We dream of teams taking the initiative. We spend our time wondering “why empowered people won’t act?” Instead of wondering, we need to start by taking a hard look at ourselves – our blind spots may be the impediment to our people’s, team’s, and organization’s success! Of course, the funny thing about blind spots is, people hear about them and say, “whew, I’m sure glad I don’t have any!” Should you feel that you don’t have any blind spots, you are welcome to attend for a “friend.”
Jake will introduce a straightforward model you can utilize when you find yourself questioning someone’s motives or applying blame. While questioning and blaming are normal human reactions, we can’t afford to be stuck in that head-space. We must lead by example, improving ourselves, and then helping the people we lead improve! Attendees will have the opportunity to work through scenarios that are relevant to them, unraveling blind spots, adapting the model, questioning assumptions, and learning countermeasures to turn blind spots into Bling Spots – so everyone can shine!

Learning Outcomes:
  • Assess common leadership thoughts and statements that slow or prevent success.
  • Learn a straightforward Leadership Assumption-Decision Model to help discover blind spots.
  • Discover some of your own blind spots in leading people to success.
  • Consider the challenge of maintaining a leadership mindset and how your blind spots limit you.
  • Create action(s) to address your blind spots and turn them into Bling Spots.
  • Fun.


Speakers

Monday August 7, 2017 3:45pm - 5:00pm
H2

3:45pm

Sketching outside the box: Visual thinking for teams (Angie Doyle, Talia Lancaster)

Abstract:
People are unique in their ability to communicate abstract concepts using symbols and language. After all, that is where the saying “a picture is worth a thousand words” comes from. So it shouldn’t come as a surprise that expressing yourself visually (as well as verbally) improves the likelihood that others will not only understand what you are trying to say, but also retain the message. A picture has a way of showing ideas and solutions that would have remained hidden if you hadn’t picked up a pen. But a good picture doesn’t eliminate the need for words. It just reduces the number of words we use, so that the ones left behind are the most important…
So why is thinking visually so important?
When working in complex environments and trying to influence change in the workplace, it is essential that we are equipped with the knowledge and tools to tap into different styles of learning. Recent studies show that 65% of people learn and retain information more effectively by seeing words, as well as images. In contrast, only 30% of people learn through verbal communication alone. So if you aren’t one of the 65% of visual learners, someone in your team probably is!
Incorporating visual thinking into your day to day work can reduce the length of meetings by 24% - primarily by providing a shared record of the discussion, effectively stopping "turntable" discussions. A visual record makes it possible to capture the emotions of the conversation, bringing the human element to the forefront making it more likely that the team will remember what was said. Visual Thinking is particularly powerful during facilitated sessions, creative whiteboard discussions, problem solving meetings, as well as in retrospectives to help unpack challenges and serve as a reminder of the actions agreed by the team. Using graphics you can create visual metaphors for the team and help others see the “big picture”.
Luckily, you don’t need to be an artist to think visually! Join us as we co-create a visual vocabulary you can practically apply at work or in your personal capacity (during studying and learning). We will take you through the elements essential for visual thinking, as well as some ideas for visualizing concepts. No power points slides allowed!
This session is for anyone who needs to innovate, invent, analyze, come up with solutions, ideate, solve problems, retain information and build up their confidence to pick up a pen.

Learning Outcomes:
  • Improve your facilitation skills by incorporating visual thinking elements (typography, bullets, color, sequence, faces and people, containers, shading and basic shapes)
  • Learn how to incorporate visual elements into your note taking (otherwise known as sketchnoting or infodoodling)
  • Gain the confidence to overcome your fear to pick up a pen and draw in front of others

Attachments:


Monday August 7, 2017 3:45pm - 5:00pm
Wekiwa 9&10

3:45pm

Cost of Delay for Dummies - What's the value of NOT doing work? (Jenny Swan, Joshua Rowell)

Abstract:
We LOVE math! But don't worry we are fun too! Learn how to quantify your assumptions on the work coming into your organization.
Come learn how to measure and find value on all work. Properly utilizing the Cost of Delay allows us to make better educated choices for what problems are the best to go solve. This also helps address the problem of having more work than we have people or resources. So understanding the cost of "NOT" doing that work becomes even more important.
When we don't do the work, what does that mean? In this workshop, you'll find the cost of delay to a problem. Then, as a group, use that to identify priorities and build an initial roadmap.

Learning Outcomes:
  • Understand why value is important, and why we should all understand value the same way
  • We will define Cost of Delay and why it can be a useful tool
  • Learn how to measure Value using Cost of Delay
  • How to apply Cost of Delay to any request
  • Calculate a scheduling value using Cost of Delay Divided by Duration (A form of Weighted Shortest Job First)
  • Using the CD3 how to visualize the priority of work and create a roadmap
  • Take home provided scenarios, example formulas, and their subcomponents

Attachments:


Monday August 7, 2017 3:45pm - 5:00pm
I4

3:45pm

Stalwarts - Dean Leffingwell (Dean Leffingwell)

Abstract:
Dean Leffingwell is a software industry veteran, serial entrepreneur, methodologist and author who has spend his entire career helping software teams meet their goals. He is the creator of the Scaled Agile Framework (SAFe), and cofounder of Scaled Agile, Inc., where he serves as Chief Methodologist.
Mr. Leffingwell is always happy to discuss topics in the convergence of the bodies of knowledge around SAFe, Agile development methods, systems thinking and lean product development.

Learning Outcomes:
  • N/A


Speakers
avatar for Dean Leffingwell

Dean Leffingwell

President, Leffingwell, LLC.


Monday August 7, 2017 3:45pm - 5:00pm
Wekiwa 5

3:45pm

Pairing: The Secret Sauce of Agile Testing (Jess Lancaster)

Abstract:
Finding time to learn test techniques, mentor other testers, grow application knowledge, and cross-train your team members is a daunting task with a complicated recipe. What if you could do these things while testing and finding bugs? Enter Pair Testing. What’s that? Two people testing together where one operates the keyboard in exercising the software and the other participant suggests, analyzes, and notates the testing outcomes. And it’s the secret sauce of agile testing because it makes your routine, bland testing so much more fun and productive! Testers on Jess Lancaster’s team use pair testing not only to make better software but also to foster better team relationships along the way. Jess explores why pairing works, how to run an effective pairing session, how to pair with others on the team, such as project managers, designers, developers, and just how easy it is to get started with pairing. Armed with Jess’ easy-to-use Pair Testing recipe card, plan your first pairing encounter so you are ready to roll when you get back to the office. This sounds easy enough, but you know there will be mistakes when you try it. Jess has you covered there, too. Learn his team’s pairing mistakes and the things his team did to improve their pairing sessions.

Learning Outcomes:
  • Why pairing works, and reasons why you as a tester or agile team member need to be pairing
  • How to get started with pairing using a step-by-step process that leads to successful sessions
  • Learn my team’s pair testing mistakes and what we did to improve so you don't make the same mistakes
  • Pairing with other team members in differing roles, in addition to different ideas for pairing, such as test design, user stories, and bug reports
  • How to use the pairing recipe for making this secret sauce back at your workplace
  • Hands-on exercise with planning pairing sessions so that you can take it back to the office and pair with a co-worker!


Speakers

Monday August 7, 2017 3:45pm - 5:00pm
F4

3:45pm

Adapting Information Architecture for Lean and Agile Teams (Rob Keefer)

Abstract:
Do you ever look at your Information Architecture (IA) after the first few weeks of a project? Unlikely. Typically, IA is helpful in the initial design of a project, but unfortunately, it quickly becomes unwieldy and difficult to maintain. A lightweight method to keep the IA up to date would help your team keep the strategic thinking that takes place at the beginning of a project, and use it throughout the entire project.
Enter the DoGo Map. The Do-Go Map is a lightweight IA tool that provides a high-level understanding of the information architecture for a web site, or even a mobile app, and can be easily incorporated into the everyday workflow of a development team - an Agile development team in particular.
This hands-on workshop will present a step-by-step introduction to building a DoGo map. (Cards, Post-Its, and Sharpies will be provided.) The guidance will help participants create a DoGo Map, work with users/stakeholders to evaluate the DoGo Map, and use the DoGo Map to support design decisions.

Learning Outcomes:
  • Understanding the importance of Information Architecture and the value of keeping it current as a system evolves
  • A useful method for creating and maintaining an IA throughout an Agile Project
  • Understand how probabilistic modeling in the IA supports a great user experience


Speakers
avatar for Rob Keefer

Rob Keefer

Innovation Director, POMIET
Rob Keefer, PhD, is Co-founder and Innovation Director of POMIET, a healthcare systems consulting company. He has 20+ years of experience delivering innovative software solutions along with 12+ years leading Agile teams and implementing approaches for better human/computer interaction. Rob specializes in turning complex HealthIT problems, into opportunities for measurable progress, improved deliverables, and faster time-to-market. Along the... Read More →


Monday August 7, 2017 3:45pm - 5:00pm
F1

4:30pm

Why Data Can Be Both Detrimental and Invaluable to Change Initiatives (Michael McCalla)

Abstract:
Another movement sweeping through the corporate world with the same steam as Agile is that of Business Intelligence & Big Data. I always gravitated to data and enjoy identifying patterns to tell a story. I am also a passionate Agilist, playing the role of change agent in Agile Transformations. Therefore, my natural inclination has always been to couple the two together to drive change. Unfortunately, the sad truth is this approach has not always lead to the desired outcome.
Like everything else that could be used for good, unfortunately, data can also be leveraged for evil. This paper and talk centers on the power of data and the ability for it to be both detrimental and invaluable to change initiatives. I have learned the hard way that without an environment of safety, experimentation, and short feedback loops, collecting team metrics and insights can actually lead to more harm than good. However, once the prerequisite of safety is established, data no longer becomes your enemy as a change agent, but your ally, and a powerful tool in your Agile coaching toolbox.

Lessons Learned from Your Experience:
  • 1. Collecting data in many different forms can be used as another feedback loop in Agile environments.
  • 2. Data can be used to do more harm than good in the early stages of Agile adoption
  • 3. The culture of the organization will drive whether or not it is safe for change agents to introduce team metrics. Without a culture that promotes an environment of safety, trust, and feedback, data will not help the cause.
  • 4. For more mature Agile organizations, data is no longer your enemy as a change agent, but your ally, and a powerful tool in your Agile coaching toolbox.
  • 5. There are many different techniques for collecting data related to teams, it all depends what the organization wants to achieve.
  • 6. Aggregating data points to to tell a meaningful story helps Agile coaches identify coaching needs, continuous improvement opportunities, and investment decisions.


Speakers

Monday August 7, 2017 4:30pm - 5:00pm
Wekiwa 1&2
 
Tuesday, August 8
 

9:00am

The final frontier; Aligning the enterprise's direction and your crew's efforts (Sean Barrett)

Abstract:
Are you confident all your teams are delivering on your corporate strategy? Shortly after deciding to go "All in on Agile" across the entire Vistaprint business unit, we began experimenting with an enterprise-wide Agile release planning tool we call the Enterprise Visibility Room. It is forcing us to finally confront our addiction to working on every good idea we think we've ever had, all at the same time. It motivates us to say no, not yet, and to focus intently on our highest value ideas. Through that intense focus, we align our collective efforts to the core of our strategy, balance our supply and demand and increase the flow of value to our customers.
The Enterprise Visibility Room centers on a single, prioritized, enterprise backlog of strategic outcomes. It requires clear descriptions of value for each and every outcome. It visualizes all teams necessary to deliver that value and where each team is actively working. Five ceremonies embody the formal operation of the Room: prioritization, planning, scrum of scrums stand-ups, demonstrations, and retrospectives, all occurring throughout a quarterly cycle.
Peak inside the journey we have taken, hear the lessons learned, the missteps, and unexpected discoveries. Gather insights into which factors enabled us to take this major step in our enterprise Agile transformation, and imagine what an idea like this could do for your organization.

Lessons Learned from Your Experience:
  • We have been working on too many top priorities simultaneously across our organization and it has been slowing down our flow of value delivery.
  • Being clear about where the value lies in a given idea and how we will recognize it has been achieved, creates powerful alignment between idea generators and idea implementers.
  • Functional silos are impeding our ability to execute cross functional work and slowing our flow of value delivery.
  • Using the language and approach of genuine experimentation has proven to be a very successful means of introducing change within our organization by keeping any unknowns in line with the organization's tolerance for risk.
  • Allowing the teams' representatives, the primary participants of the EVR, to own, adapt and reshape the tool and process to their needs fostered rapid creative solutions to long standing coordination difficulties, extreme swarming experimentation and ensured high levels of continuing engagement of the participants.
  • Transparency of enterprise level information led to surprising and unexpected benefits for people and teams across the organization.
  • It requires a significant mind shift for organizational leaders to stop focusing on their area of specialty and instead optimize for the whole of the enterprise.
  • Executing enterprise level work in small increments allows for faster feedback, early value delivery, and regular opportunities to adapt to changing circumstances.
  • A single prioritized enterprise backlog is difficult to create, but a powerful tool for aligning teams across the organization.
  • Executive support and active participation are necessary for coordination at the enterprise level to occur successfully.
  • Not all participating parts of the organization have benefitted equally yet from the Enterprise Visibility Room - there is more to learn and achieve.
  • The timing needs to be right for an effort like this to take root in an organization.
  • A single physical representation of all work across the enterprise created a level of understanding and engagement that previous digital information systems have never achieved.


Speakers
avatar for Sean Barrett

Sean Barrett

Agile Coach, Vistaprint
Talk to me about: Agile transformation for organizations and "Training from the Back of the Room"


Tuesday August 8, 2017 9:00am - 9:30am
Wekiwa 1&2

9:00am

Holistic Agile: Developing the Future Agile Company (Robert Woods, Tony Shawver)

Abstract:
Stop treating the symptoms and treat the whole organism...or organization! Companies are undergoing an evolution and it is imperative that we understand what the evolution is, how it impacts you personally and how you adapt to the change taking place. As Agile methods find more global applicability, we are quickly finding groups outside of IT who have nothing to do with technology or software development demonstrating success with Agile methods. But the approach to the specific solutions they deliver are often catered to their own unique circumstances. The original Agile manifesto, principles and supporting frameworks we have been teaching were formed with software development in mind but, from a holistic perspective, a similar yet unique approach is needed for enterprise solutions outside of IT.
As both day to day practitioners and Agile champions, how can we translate the success seen in Agile software delivery to parts of the organization who want to see the same types of successes but don't deliver technology as its core solution? Where are we seeing trends in non-technology based solution delivery applying agility? Does a more "holistic" approach to Agile adoption change both what and how we teach? Does Holistic Agile force us to rethink the founding Agile principles we have worked so hard to adhere to and if so, what does that look like? Finally, what impact does a more holistic approach have on both defining and facilitating Enterprise Agile Transformation? Robert Woods & Tony Shawver, Directors of the National Agile Practice for MATRIX, will answer these questions and help attendees see how Holistic Agile is redefining what an Agile Company looks like and how we help them get there.

Learning Outcomes:
  • - An understanding of what Holistic Agile means
  • - Where we are seeing the biggest trends outside of software delivery
  • - How Holistic Agile changes the way we approach facilitating Agile transformation
  • - How to engage an organization in a more Holistic way.
  • - How the foundational Agile values and principles are impacted by Holistic Agile approaches.


Speakers
avatar for Robert Woods

Robert Woods

Agile Coach & Delivery Manager, MATRIX Resources
Robert Woods serves as an Agile Coach and Delivery Manager at MATRIX. He has been in IT for over 18 years serving in such roles as Sr. Systems and Networking Engineer, Project Manager, Program Manager, and Agile Coach. Robert has spent years working with organizations on collaborative lean development, Agile testing techniques, requirements analysis, project envisioning, relationship management, Agile within ITSM and Agile leadership.Robert has... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
F3

9:00am

Continuous Delivery Explained (Rachel Laycock)

Abstract:
Jez Humble defines Continuous Delivery as, “The ability to get changes of all types—including new features, configuration changes, bug fixes and experiments—into production, or into the hands of users, safely and quickly in a sustainable way.”
As the first post-agile methodology, the goal of continuous delivery is to have all deployments be so routine that you can do them at any time with no impact to your customers.
Sounds easy!
In fact, to do this, you need to automate and simplify all practices and process from requirements to deployment including, quality assurance and testing, continuous integration, configuration management, environments and deployment, data management, release management and organizational structure. In this session, we’ll introduce theses foundational practices of Continuous Delivery. We’ll delve into the details with practical suggestions on how you can get started and make progress in all foundational areas. Along the way, we’ll suggest some tools that could be used to assist your adoption. Lastly, we’ll discuss some of the challenges and roadblocks that you might encounter when you begin your Continuous Delivery journey.

Learning Outcomes:
  • After this session, you will understand all the practices and processes needed to adopt continuous delivery and have some immediate next steps you can take away to your organization to begin this journey.


Speakers
avatar for Rachel Laycock

Rachel Laycock

Lead Consultant, ThoughtWorks


Tuesday August 8, 2017 9:00am - 10:15am
Wekiwa 3&4

9:00am

Polarizing Topics (Paul Boos, Derek W. Wade)

Abstract:
Top-Down vs Grassroots Transformation, Co-Located vs Distributed, Agile Works Everywhere vs Not Here, and others! Bring your polarizing topic to move from Debate to Dialogue
In every domain there are topics whose introduction often signals the end of rational discussion. The Agile domain is no different. These are important topics. “Agreeing to disagree” is just avoiding the issue. We need to recognize when a conversation is in the Brambles and find constructive paths out of the entrenched positions. AND we need to recognize when the conversation is beginning to bear fruit. In this session, Derek and Paul will use methods they’ve discovered to help the participants move from Debate to Dialogue on some polarizing topics.

Learning Outcomes:
  • N/A


Speakers
avatar for Paul Boos

Paul Boos

IT Executive Coach, Excella Consulting
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the... Read More →
avatar for Derek W. Wade

Derek W. Wade

Coach, educator, medi(t)ator, aviator, experimenter. Helping people to work better together by playing together, and to BE better together by creating together.


Tuesday August 8, 2017 9:00am - 10:15am
Suwannee 11&12

9:00am

Surviving Backdraft (or How to Not Die in a Hellish Explosion of Dysfunction) (Adam Weisbart)

Abstract:
Each year, highly trained and experienced firefighters die due to backdraft. Backdraft occurs when oxygen is reintroduced into an airtight room from which all the air has been burnt out. When a firefighter opens the door to one of these smoldering rooms, air suddenly floods in to the space, giving the remaining fuel the oxygen it needs to violently explode.
As agilists, we aim to help our teams and organizations uncover dysfunction. We help breathe new life into areas that have been neglected or ignored for years. Just as adding oxygen to a smoldering room can be a life threatening experience, shedding light on dysfunction within a team or organization can lead to reactions ranging from discomfort to violent opposition.
In this workshop you'll learn mindfulness techniques you can use immediately to help mitigate internal backdraft (uncomfortable feelings that can arise from helping take care of your team and organization) and external backdraft (negative reactions by the organization or individuals that can crush an agile initiative). We'll leverage the work of Dr. Kristin Neff (one of the world’s leading experts on self-compassion) and clinical psychologist Dr. Chris Germer to help us deal with the discomfort that can arise due to backdraft, along with Adam's own techniques for helping surface and highlight organizational dysfunction.

Learning Outcomes:
  • Learn techniques for immediately dealing with internal backdraft as it arises throughout the day
  • Learn how self-compassion can help caretakers like agile coaches, scrum masters, and change agents work with their team and organizations through massive dysfunction without burning out
  • Practice approaches for helping teams surface challenges that are affecting their work
  • Learn a technique for compassionate listening to help you be present for coworkers dealing with difficult challenges without burning out


Speakers
avatar for Adam Weisbart

Adam Weisbart

Corporate Agilist, Weisbart Consulting, Inc
Adam Weisbart’s humorously irreverent approach to the serious work of organizational change helps teams and individuals break out of old patterns and discover new ways to improve. His belief that hard work need not be a somber affair infuses everything he does. | | Adam started his career as a software developer and went on to build a successful web development firm in the early days of the web. Later, as an engineering manager in Silicon... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
I2

9:00am

Art for Agilists - A Visual Thinking Warmup (Alexandra West)

Abstract:
Do strong personalities dominate your development team? Are code reviews painful? Are you blindly following orders from a backlog, or are you learning from observation? This talk will introduce you to Visual Thinking Strategies (or VTS) - an activity that can help get the most from every member of your Agile team.
Visual Thinking Strategies is a cross-disciplinary technique applicable to anyone working in a collaborative setting where observation is key. VTS develops critical thinking skills by viewing and discussing works of art in a group. It is backed by over 30 years of field research showing its effectiveness and accessibility. By allowing individuals to talk about art - without needing a background in the field - VTS advances skills you can use to create more relevant products and stronger teams: Observing, Brainstorming, Speculating, Reasoning with Evidence, Cultivating a Point of View, and Revision & Elaboration.
During this interactive exercise, we’ll discuss selected works of art as a group. There are no right answers or group consensus being sought. We’re creating a safe environment and process for looking, thinking, reasoning and revision - skills that are mission-critical to anyone working in a software design or development role. After our group discussion, participants will learn the basics of image selection and facilitating VTS sessions within their own organizations. In addition to the above, we'll cover how VTS can help you and your team with the following: Comfort with Ambiguity, Openness to the Unfamiliar, Civil Debate, and Willingness to Participate in Group Thinking. VTS's inclusiveness makes it ideal for use within diverse groups, encouraging maximum participation from all members. It is a method that truly values “individuals and interactions over processes and tools.”

Learning Outcomes:
  • Understanding the history & benefits of Visual Thinking Strategies
  • First-hand experience with the VTS method
  • Basic understanding of how to facilitate VTS sessions


Speakers
avatar for Alexandra West

Alexandra West

ART DIRECTOR/TRAINER, Nerd/Noir, LLC
Alexandra West was born and raised in Florida. She moved to Atlanta to attend Emory University, where she earned a degree in Art History. After graduating, Alex remained in Atlanta and worked in several non-profit and commercial art galleries before finding her way to film and television.\n\nWorking her way through the art department, Alex spent several years creating environments for feature films and television programs. Currently, she provides... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
H4

9:00am

High Performance via Psychological Safety (Joshua Kerievsky, Heidi Helfand)

Abstract:
Is your culture dominated by fear, blame and other toxic behaviors? Are people protecting themselves rather than pulling together, obsessing over customers and helping your organization succeed? If so, you may have a lack of psychological safety. When it's present, individuals feel safe being vulnerable, safe taking risks, safe making mistakes and safe handling conflict. Long-term high performance depends on psychological safety. It leads to greater transparency, closer relationships, better collaboration and better outcomes. As leaders, it's our duty to develop, model and foster psychological safety. In this interactive workshop, you'll develop skills for growing psychological safety in yourself, your teams and your organization.

Learning Outcomes:
  • Learn what psychological safety is.
  • Experience techniques for establishing psychological safety.
  • Experience ways to identify and repair mistrust and conflict.
  • Learn to interpret signs of a lack of psychological safety and what to do about it.
  • Understand the research that correlates safety with high performance.


Speakers
avatar for Heidi Helfand

Heidi Helfand

Principal Coach, Heidi Inc.
Heidi brings a practitioner approach with 17 years coaching and influencing cross-functional teams. She was an early employee at two highly successful startups from roughly 10 team members to 700. The first was ExpertCity, Inc. (acquired by CitrixOnline) where she was on the development team that invented GoToMyPC, GoToMeeting and GoToWebinar. After that she was ScrumMaster turned Principal Agile Coach at AppFolio, Inc., a SAAS workflow... Read More →
avatar for Joshua Kerievsky

Joshua Kerievsky

Joshua is the CEO of Industrial Logic.  Since the late 1990s, he has been actively practicing and improving Agile methods, from Extreme Programming to Lean Development  and Lean Startup. Joshua is an international speaker and author of the best-selling, Jolt Cola-award winning book, Refactoring to Patterns. Joshua is currently taking Agile processes to the next level with Modern Agile.


Tuesday August 8, 2017 9:00am - 10:15am
I4

9:00am

Design Thinking about Design Thinking (Dan Fuller)

Abstract:
Are you a product owner or a member of an Agile team who is struggling with figuring out what is the most valuable product for your customers? Do you wish you could truly solve your customer's problem and fill a real/actuall need for your customers? Are you looking for some frameworks and toolkits above and beyond Scrum and Kanban that can help you get from your product vision down into these valuable items on a product backlog? If you said yes to any of these questions, this is a workshop you won't want to miss.
Design Thinking is based on the radical notion that everyone can think like a designer. What we need to do is unlock the creative confidence that exists in all of us. Design Thinking can provide a way of thinking and a set of tools that can help product owners rapidly ideate through concepts for new products and features, test these concepts using prototypes and rapidly arrive at an ideal state of problem-solution fit before those ideas are then further elaborated on to product backlogs.
In this highly interactive workshop you will get the opportunity to navigate through the five different Design Thinking Modes as you work together on a team to solve a design challenge.
Participants of this workshop will:
(1) Learn about the 7 key Mindsets of Design Thinking including (Show Don’t Tell, Focus on Human Values, Craft Clarity, Embrace Experimentation, Be Mindful of Process, Bias Towards Action, Radical Collaboration).
(2) Understand the 5 Modes of Design Thinking including (Empathize, Define, Ideate, Prototype, Test) as part of a group activity.
(3) Apply some of the many Methods of Design Thinking as part of a group activity.
(4) Gain an understanding of how Design thinking Mindsets, Modes and Methods can be applied as part of an overall Agile Product Management framework to help better understand customer problems and how to ideate and validate potential solutions to those customer problems to achieve problem solution fit.

Learning Outcomes:
  • Participants will learn about the 7 key Mindsets of Design Thinking including (Show Don’t Tell, Focus on Human Values, Craft Clarity, Embrace Experimentation, Be Mindful of Process, Bias Towards Action and Radical Collaboration).
  • Participants will learn about the 5 Modes of Design Thinking including (Empathize, Define, Ideate, Prototype and Test).
  • Participants will get the opportunity to apply some of the many Methods of Design Thinking as part of a group activity.
  • Participants will gain an understanding of how Design Thinking Mindsets, Modes and Methods can be applied as part of an overall Agile Product Management framework to help better understand customer problems and how to ideate and validate potential solutions to those customer problems to achieve problem solution fit.

Attachments:

Speakers

Tuesday August 8, 2017 9:00am - 10:15am
Wekiwa 6

9:00am

How to Find The Real Need with Socratic Questioning (Kent McDonald, Heather Mylan-Mains)

Abstract:
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning.
Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project.
The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants.
Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.

Learning Outcomes:
  • Learn what socratic questioning is
  • Learn how to identify your stakeholders needs using socratic questioning
  • Practice socratic questioning with your peers
  • Determine when Socratic question is an appropriate technique to use



Tuesday August 8, 2017 9:00am - 10:15am
H1

9:00am

Mob Programming for Continuous Learning (Michael Clement)

Abstract:
What if we took Extreme Programming and said it’s not “extreme” enough? What if we took pair programming and cranked it to 11? Mob programming is a technique with “all the brilliant people working on the same thing, at the same time, in the same space, and on the same computer.”
Join me on my journey through different development practices and how I landed at mob programming as my preferred way of working. I was lucky enough to be on a team for about year that worked “as a mob.” I’m also now leading a team that is mobbing full time for the past year and using mob programming for workshops and other learning experiences.
Come learn what practices we found to be critical, what obstacles we encountered and what practices became irrelevant during our experience. The pains and successes we had helped us learn and they may help you see a pathway to experimenting with mob programming in your work!

Learning Outcomes:
  • Practices that were difficult for our mob
  • Practices that were critical for our mob
  • How mob programming an be used in a learning/training environment
  • How mob programming helps to build a strong team


Speakers

Tuesday August 8, 2017 9:00am - 10:15am
H2

9:00am

A Better, Faster Pipeline for Software Delivery (Gene Gotimer)

Abstract:
The software delivery pipeline is the process of taking new or changed features from developers and getting them quickly delivered to the customers by getting the feature deployed into production. Testing within continuous delivery pipelines should be designed so the earliest tests are the quickest and easiest to run, giving developers the fastest feedback. Successive rounds of testing lead to increased confidence that the code is a viable candidate for production and that more expensive tests—be it time, effort, cost—are justified. Manual testing is performed toward the end of the pipeline, leaving computers to do as much work as possible before people get involved. Although it is tempting to arrange the delivery pipeline in phases (e.g., functional tests, then acceptance tests, then load and performance tests, then security tests), this can lead to serious problems progressing far down the pipeline before they are caught.
Be prepared to discuss your pipeline, automated or not, and talk about what you think is slowing you down and what is keeping you up at night. In this interactive workshop, we will discuss how to arrange your tests so each round provides just enough testing to give you confidence that the next set of tests is worth the investment. We'll explore how to get the right types of testing into your pipeline at the right points so that you can determine quickly which builds are viable candidates for production.

Learning Outcomes:
  • Each attendee should leave with a better understanding of their current and desired software delivery process.
  • The pipeline is about building confidence that the software is a viable candidate for production. Or realizing as early as you can that it isn’t.
  • Do just enough of each type of testing at each step in the delivery pipeline to determine if further testing is justified.
  • Different stages of the pipeline are for learning different things about your delivery process. Use them appropriately.
  • Do the most expensive tests last. Those are often the manual or subjective ones.
  • The pipeline offers a lot of opportunities to do tests that you might not have done if you had to set aside an explicit block of time to do them.


Speakers
avatar for Gene Gotimer

Gene Gotimer

Senior Architect, Coveros
I am a senior architect at Coveros, Inc., a software company that uses agile methods to accelerate the delivery of secure, reliable software. As a consultant, I work with my customers build software better, faster, and more securely by introducing agile development and DevOps practices. I have many years of experience in web-based enterprise application design, and extensive experience establishing and using development ecosystems such as... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
F4

9:00am

Everything You Wanted to Know About DevOps But Were Afraid to Ask (Claire Moss)

Abstract:
As a career software tester, I've heard rumors DevOps culture will put me out of a job, so I took a job testing for a DevOps team. I'm new to DevOps, but aren't we all? What matters most is our teams' intentional decisions to grow our DevOps practices along with our development community.
Join me as I share my experiences blending disciplines, companies, levels of experience, and differing expectations as a member of efficient and effective delivery teams. I'll describe common cultural and interpersonal problems I experienced while transforming a cross-functional agile team dogfooding a DevOps implementation.
Whether you're into development, operations, testing, customer support, or product ownership, you'll leave with concrete strategies for improving your DevOps working relationships to keep the technology running smoothly. People factors strongly affect your DevOps technical outcomes, so optimizing your flow includes improving your people practices.
Don't feel afraid to ask about DevOps anymore!

Learning Outcomes:
  • The people factors that strongly affect your DevOps technical outcomes
  • How to blend teams from different companies
  • To sort through process and role differences
  • Apply the Agile mindset in support of DevOps


Speakers
avatar for Claire Moss

Claire Moss

Agilist, Tester, ScrumMaster, Product Owner, Agile coach, Seeking New Opportunities
Agilist working as part of product development teams to support and accelerate development through fast feedback. I help teams to craft more executable user stories. Testing teacher, unit and integration test review and advisement, exploratory testing coach. Exploratory tester and test automator. Software testing meetup founder, conference organizer, speaker, workshop facilitator, author, podcaster, and writer. | | After working briefly as a... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
Wekiwa 7&8

9:00am

I love the smell of DATA in the morning (Getting started with Agile Data Science) (Troy Magennis)

Abstract:
Data science improves effectiveness of many industries by looking at what has occurred in the past and using that analysis to help make decisions about the future. This talk shows practical techniques to solve questions about Agile processes and software development using even small amounts of historical data.
This session introduces the concepts behind data science and offers numerous easy wins with practical applications to any software development process. It will demonstrate how even a little data can be used to inform more likely future outcomes and how to get started immediately in your company.
Some of the practical techniques explained and demonstrated are –
  • How to estimate the likely lead time for future items based on (similar) past items using completed item cycle-time data trends
  • How to forecast how many items are likely to be delivered over some period of time using system throughput (just needing historical start and completion date data)
  • How to estimate the likely number of remaining defects in a product using sampling and defect report and fix rate data
  • How to look for clusters of similar impediments and failures in completed items using blocker clustering and frequency data
  • How to identify and quantify declining predictability in a process earlier by observing changing process trends
By the end of this session you will know how and why simple techniques applied to historical data are reliable and outperform intuition alone, and have immediately actionable techniques that you will understand. Everything shown is easily implemented using post-it notes and spreadsheets (yours or mine, freely available on Google sheets or Excel).
Learning outcomes include -
  • Learn what “data science” means and how it is used with simple examples
  • Learn how to immediately start doing simple analysis of historical data
  • Learn how to assess the expected reliability of analysis applied to historical data
  • Learn five immediate ways to perform quality data science in an Agile context
Data science isn’t as complicated as it sounds with the core concepts easily understood in a few minutes. Even if you hated mathematics in school, this session will make you love again.

Learning Outcomes:
  • What “data science” means and how it is used with simple examples
  • How to immediately start doing simple analysis of historical data
  • How to assess the expected reliability of analysis applied to historical data
  • Five immediate ways to perform quality data science in an Agile context

Attachments:

Speakers
avatar for Troy Magennis

Troy Magennis

Focused Objective LLC
Troy is an experienced IT executive who has been involved in many leading software organizations over 20 years. Most recently, Troy founded Focused Objective to build and promote risk management tools that simulate and forecast software development projects and portfolios. Technology has always been a passion for Troy. After cutting his teeth on early 8-bit personal computers, Troy moved into electronic engineering, which later led to positions... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
I1

9:00am

LACE - drinking our own champagne (Deema Dajani)

Abstract:
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
This talk is less about "why" you need a LACE, rather it is about the tactical "how". Taking you through an interactive working session, to discover how to establish or evolve your organization's LACE. Attendees will leave with a booklet that they helped co-create during the session. And more importantly, with the inspiration to take action.
What is this based on? Not theory. The speaker implemented this approach in successful large scale transformations in financial services and insurance spaces with groups in the 1000-10,000 people range.

Learning Outcomes:
  • * Back to the lean and agile basics, for the transformation initiative itself. Drinking our own champaign
  • * Leveraging essentials from org change management, and lean agility to structure the LACE team and their work
  • * Primary objective is to give the attendees inspiration and a menu of actions they could consider to evolve their LACE


Speakers

Tuesday August 8, 2017 9:00am - 10:15am
Wekiwa 9&10

9:00am

Give Control, Create Leaders... teaching “bosses” to be leaders. (Adam Yuret)

Abstract:
Give Control, Create Leaders... teaching “bosses” to be leaders.
Some schools of Lean talk about “Leader Standard Work” but this term is often misunderstood to mean “Leader Standard Practices”. In order to effectively lead people we must know how to serve them. Agile has used the term “servant leader” for some time now, but if you understand real leadership you know that term is redundant.
Strategic leaders understand what the purpose of not only their own position is but the purpose of their organization. They understand what gets their employees out of bed and through the front door of the office every morning and works hard to support those people.
In this session we’re going to learn how to be an effective leader using “leader standard work” unlike any you’ve ever seen before. We’ll learn exactly what managers, directors and VPs in effective agile organizations do to help their reports, and how to adapt the work of David Marquet to software organizations.

Learning Outcomes:
  • During this session we'll learn how to effectively define standard work for leaders from managers all the way up the chain through appropriate abstraction to values.
  • Attendees will learn where to create effective boundaries to allow for emergence necessary within teams to be truly agile.


Speakers
avatar for Adam Yuret

Adam Yuret

Founder/Consultant, Context Driven Agility
Adam Yuret is an experienced systems thinker who has consulted small non-profits and fortune 100 clients on adopting context-driven systems to solving difficult problems. Adam started Context Driven Agility in 2010 to share his passion for humanistic flow-based systems full time. He’s been consulting organizations and teams to adapt to their respective contexts using collaborative approaches and lean principles to great effect. Context Driven... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
I3

9:00am

Hands-On Flow Metrics (Peter Kananen)

Abstract:
Delivering valuable software in an Agile project requires healthy flow. However, many experienced Agile teams don't quite understand the nuances of product development flow, and are left without clear answers to the question of why delivery is slower or more irregular than desired. The truth is that all software projects are subject to the mechanics of product development flow, and like the force of gravity, ignorance or denial is always a losing strategy.
In this hands-on session, you will learn about flow metrics by running experiments in a web-based tool, built by the presenter. The system demonstrates the effects of various flow variables on the productivity of a system. You'll get a visual picture of what happens to a process when there's too much work-in-progress, batch sizes are too large, queue times are too long, or a work center has a capacity problem. The experiments run by participants will be aggregated in the session and will be discussed so that trends can be identified and shared.
You'll walk away from the session with increased clarity into the principles of flow mechanics impacting your team's productivity. You'll also learn how to take tactical steps to improve your project by watching and managing flow.

Learning Outcomes:
  • The relationships between cycle time, queue time, batch size, and throughput
  • How to take specific actions to reduce cycle time and increase throughput
  • Articulate the risk of large batch sizes
  • Learn how to optimize flow by setting a utilization strategy for team members
  • Protect their teams from over-commitment by maximizing for throughput, not individual efficiency


Speakers
avatar for Peter Kananen

Peter Kananen

VP of Project Delivery, Gaslight
Peter Kananen is a Partner and Delivery Manager at Gaslight, an agile software development company that works with everyone from growing San Francisco startups and disruptive education companies to Fortune 500 giants like P&G and Omnicare. Peter spends his days tracking the happiness of teams and clients, always trying to provide just enough support and guidance to keep things headed in the right direction. Every project at Gaslight follows... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
H3

9:00am

Think Big, Plan Small: How to Use Continual Planning (Johanna Rothman)

Abstract:
Many agile teams attempt to plan for an entire quarter at a time. Something changes—a better product opportunity, or a product development problem—and the quarter’s plan is not just at risk. That plan is now impossible. Instead of quarterly planning, consider continual planning. Continual planning allows a project or a program to use small deliverables to plan for the near future and replan often to deliver the most value.
While you may see benefits in your quarterly planning (working with each other, surfacing interdependencies, and the plan itself), you may find that your requirements change fast—even in the first two weeks. The quarterly plan is now at risk.
When the entire quarter’s plan is at risk, consider your options. You can’t bring everyone back together every two weeks or once a month to replan—that’s too expensive. Instead, create an environment of small continual planning. With continual planning, everyone can see the big picture roadmap and how the deliverables deliver that value. Teams are more likely to deliver small value which allows the planners to replan.
Just as we use cross-functional teams to deliver finished valuable product, we can use a cross-functional Product Owner Value Team (POVT) to use continual planning. The POVT contains these people:
  • The Product Managers, the people who develop and refine product strategy and product roadmaps, and
  • The Product Owners, the people who work with the teams to develop and refine product backlogs and stories.
With the help of agile roadmaps, the planners can think big and plan small, over and over again.

Learning Outcomes:
  • How to create rolling wave, deliverable-based roadmaps
  • Who makes which kinds of decisions: introducing the PO Value Team and who might decide what and when.
  • How to use rolling wave deliverable-based planning to improve planning and delivery
  • What an MVP is and what an MVE is
  • Several questions to help POs think about how little to plan at any one time
  • Several questions to help POs think about how much value to expect
  • Questions about who the roadmap or backlog is for
  • Difference between continuous and continual planning


Speakers
avatar for Johanna Rothman

Johanna Rothman

President, Rothman Consulting
Johanna Rothman, known as the "Pragmatic Manager," provides frank advice for your tough problems. She helps leaders and teams see problems and resolve risks and manage their product development. | | Johanna was the Agile 2009 conference chair. She is the current agileconnection.com technical editor. Johanna is the author of several books including: Agile and Lean Program Management: Scaling Collaboration Across the Organization... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
F1

9:00am

Stalwarts - Arlo Belshee (Arlo Belshee)

Abstract:
Arlo Belshee is a utterly awesome at writing about himself in the third person. He’s so good at it that you will totally think this was written by someone else, even though it is the usual marketing spew.
Arlo has worked for over two decades as a coder/tester, manager, bookkeeper, team craftsman, salesperson, executive, and coach. He invented lots of things (Promiscuous Pairing, Naked Planning – which you know as Kanban, Read by Refactoring, #ZeroBugs). He…
Wait a minute. You don’t care about any of that. It’s so much marketing pabulum that Arlo would get bored even writing it. If he had to. Which he doesn’t. Because this is totally written by somebody else.
You’re considering this session for a reason. You have some challenge. It seems intractable. You really want someone who will do 2 things:
* Really deeply listen to you and learn your context. * Give some practical, real-world options to try. Stuff not based on theory and hope, but on what has worked in the real world. If that problem is in any of the following domains, then Arlo has probably tried several things and can share what worked:
* Eliminating technical debt. * Ship at will. * Data-driven decision-making. * Creating powerful teams. * Egalitarian business structures and Teal organizations. * Authentic human relationships. * Writing code without writing bugs. And if you can’t tell what you’re in for from this description, then, well, I can’t help you. Whoever I am. (Totally not Arlo.)

Learning Outcomes:
  • N/A


Speakers
avatar for Arlo Belshee

Arlo Belshee

Team Craftsman, Legacy Code Mender, and Rabblerouser, Tableau Software
Arlo helps you change cultures in large organizations. He transitions hundreds or thousands of people at a time to full technical and cultural prowess in a way that sticks. More importantly, Arlo gives your company the ability to change its own culture. He seeks to be the last consultant you will ever need to hire. After 6 months, you should be able to adapt your culture, practices, and company structures to meet novel challenges, each in a... Read More →


Tuesday August 8, 2017 9:00am - 10:15am
Wekiwa 5

9:00am

Faking It - Design Tips for the Non Designer (Emma Carter)

Abstract:
Companies need to immerse design across their entire organisation to avoid becoming yesterday’s news.
You will learn practical UX skills that will aid any member of a development team. BAs and QAs will benefit from understanding the finer details of design. Developers will gain empathy for design and a better understanding of how to display content. QAs will leave knowing how to quickly notice problems with a design before release.
In this talk, you will learn how to ensure the product you are building is ‘on brand’ and ‘user-centric’, and why this is important to ensure the success of your product. Some people have the misconception that design is just creating ‘pretty pictures’. This is not the case; there is a science to creating the right ‘pretty picture’.

Learning Outcomes:
  • - Design is not the sole responsibility of the designer, it's a team effort.
  • - Different ways to prototype
  • - How to gain empathy and get into the minds of your customers
  • - Understanding some of the finer details of design
  • - How to create delightful experiences for users


Speakers

Tuesday August 8, 2017 9:00am - 10:15am
F2

9:45am

The five mistakes I made when applying Agile and how you can learn from them. (Tiago Palhoto)

Abstract:
Come and see what were the biggest mistakes I made as a Scrum Master while applying Agile principles, their consequences and how I've overcome them! Short iterations by default, not breaking things small enough or lacking of project management are some of the topics covered. Come and learn how you can avoid them!

Lessons Learned from Your Experience:
  • I've understood clearly that is not true that ALL iterations must be short. It all depends on the experience, of the team, client, complexity and size of the project. And whatever you do, don't pipeline your work! It will be so much worse;
  • Just because you may not need project managers, it doesn't mean you don't need project management! Make sure you keep performing those tasks, especially the ones related with radiating information to the stakeholders;
  • Learned how important is to break things small enough, both at story and task level. If you don't, you may be led to think that your iterations are too short, which will make you increase the size of the iteration and consequently, to aggravate your problem;
  • Learned that I need a solid Product Owner: Empowered, available and committed, aligned with the stakeholders. Anything less than that will put you into trouble. And never, but never try to replace your Product Owner by yourself, as you may end up making the wrong calls. this will led to lack of trust from the PO and the stakeholders;
  • Learned how really important is to keep consistent with the type of unit that you use in your estimates. If the team is estimating in ideal days, make sure you have their availability reflected in Ideal days. The same applies for calendar days. Mix them and you'll get into trouble very quickly (delays).

Attachments:

Speakers

Tuesday August 8, 2017 9:45am - 10:15am
Wekiwa 1&2

10:45am

Sensemaking Applications for Agile: Combining Qualitative & Quantitative Metrics (Daniel Walsh)

Abstract:
Sensemaking is a form of distributed ethnography where people share stories and add layers of meaning by answering questions about their experience. Unlike other research methods, this approach directly links quantitative data to qualitative experiences. The narrative-based approach is particularly powerful in situations that are dynamic, complex, uncertain, and ambiguous.
While there are several variations of sensemaking methods, this experience report is based on a version adopted from David Snowden (Cognitive Edge). The method bridges the gap between qualitative data (e.g. case-studies, focus group interviews, narratives, 'watercooler' chats, rumors) and quantitative data (e.g. large sample surveys, organizational health questionnaires) by linking stories with answers to questions provided by the participants. The combination of stories and question metadata provides a nuanced and holistic perspective that enables leadership teams to identify emergent patterns and trends in behaviors and perceptions. The approach greatly reduces researcher bias because the participant codifies their own experience instead of a research team or natural language processing algorithm. The technique can be used to capture a large number of stories in order to understand emergent patterns and detect troubling weak signals across a large population. After interesting patterns are identified, the stories provide context that inform action plans and interventions.
This paper will focus on the lessons learned from using sensemaking methods to capture user requirements , sensing impediments to Agile adoption, and understand employee engagement (e.g. intrinsic motivation) and retention (i.e. keeping talented people from leaving). The paper will introduce readers to the sensemaking methodology and will also serve as a case study for others interested in using the approach to sense and effect change within a complex adaptive human system.

Lessons Learned from Your Experience:
  • Framework development lessons: how to constructing effective narrative signifiers, how to test a framework, the power of naming stories
  • Story collection lessons: set journalling, ask for story champions, link with larger purpose, set up feedback loops, make collection part of the job
  • Intervention design lessons: beware of convenience sampling, how to create safe-to-fail interventions, importance of executive sponsorship

Attachments:

Speakers

Tuesday August 8, 2017 10:45am - 11:15am
Wekiwa 1&2

10:45am

Transforming CA Technologies Marketing through Agile Marketing at Scale (yuval yeret)

Abstract:
How can large, traditional marketing organizations - those that rely on functional departments, and annual marketing plans / budgets hope to keep up? We believe the answers lie in an Agile approach, and we are working hard to transform our marketing department from a plan / interrupt driven culture to one that can quickly sense and respond to customer needs and market changes.
This is easier said than done in a 350 person organization, but we are finding the solutions are familiar, and are rooted in a scaled agile approach. The key ingredients we have found so far include:
• A servant leadership mindset that lets go of details and actively supports team success
• Full cross-functional agile teams that eliminate the overhead of cross-departmental hand-offs and coordination
• Larger delivery groups organized around a set of solutions that deliver on a larger / holistic value proposition (aka release trains)
• Adaptive value delivery supported by experimentation, measurement, collaborative planning, and transparent execution
Our journey isn’t complete yet, but we are seeing real results. Join Steve Wolfe and Mary Bremel from CA Technologies and Yuval Yeret from AgileSparks to hear about CA’s journey to marketing agility, including key challenges faced and learnings applied along the way.

Learning Outcomes:
  • - Agile Marketing can achieve transformational results for marketing organizations that strive to become more relevant, competitive as they join the digital age.
  • - Agile Marketing is possible not just for small nimble companies but also for large organizations with hundreds of marketers and several legacy siloes.
  • - Blueprint for implementing agile marketing in a classic marketing organization - What are the key practices, how to start, what to pay attention to.
  • - Agile Marketing can apply to marketing groups supporting a certain business as well as cross-corporate initiatives.
  • - Differences between Marketing and Product Development to be aware of when extending Agile towards Marketing in your organization

Attachments:

Speakers
avatar for Yuval Yeret

Yuval Yeret

CTO, AgileSparks
Enterprise Lean/Agile Consultant and head of AgileSparks USA - We help people spark Real business agility at scale.


Tuesday August 8, 2017 10:45am - 12:00pm
F3

10:45am

DevOps Explained (Richard Seroter)

Abstract:
Your company must become software-driven. Why? User experience is king, and software is a fundamental piece of the service that you offer. A big part of getting "good at software" is evolving your delivery approach. This transition is far from easy, especially if you're at a company with entrenched processes and functional silos. In this talk, we'll answer some key questions, including: Does DevOps matter to business performance? What values are non-negotiable when adopting DevOps? How can you break down organizational barriers and improve collaboration? Can you adopt DevOps without blowing up quality or security? What technology is critical when automating the path to production? How do new approaches like Site Reliability Engineering (SRE) and Platform Ops fit in? How do I overcome the inevitable objections within my company? We'll discuss this and more, and you'll walk away with a blueprint for introducing enterprise-scale DevOps into your organization.

Learning Outcomes:
  • What DevOps is all about. How leading companies practice it. What changes you should expect to see when adopting it. The technologies that accelerate success.


Speakers
avatar for Richard Seroter

Richard Seroter

Senior Director of Product, Pivotal


Tuesday August 8, 2017 10:45am - 12:00pm
Wekiwa 3&4

10:45am

What would it take for us to move from 'technical debt' to 'technical health?' (Declan Whelan)

Abstract:
Ward Cunningham introduced the metaphor of technical debt 25 years ago. And yet, 25 years later, many organizations continue to build technical debt more quickly than ever. Why is that? How can we shift the technical conversation to better outcomes for our organizations? And how can we help them see technical health as an enabler for long-term success?
In this session we will explore technical debt and technical health through the lens of real-life stories from participants.
We will start by eliciting technical debt stories from you and other participants. What happened? What impact did technical debt play in the outcomes your organization wanted? Did the notion of technical debt trigger different conversations or actions? What obstacles did you face? How did you overcome them? What challenges remain?
We will then shift the focus to technical health. We will elicit similar stories centred instead on enabling value delivery through technical health. Did the concept of technical health, rather than technical debt, make a difference? In what way? What different outcomes emerged? What insights did you or your organization gain?
We will then dig into systemic forces in our organizations that lead to technical debt. In the stories captured what systemic forces were at play? Was the skill or craftsmanship of the team important? Were there external factors external such as budgeting or hiring policies that had a large impact? How did these factors play out over time? How were you able to dial up the positive factors and deal with the negative ones?
By the end, we plan to have annotated the original stories into a wider view of how technical debt and technical health can impact our organizations. We hope participants will gain deeper insights into how to align technical health with the overall organizational goals to gain more positive outcomes.

Learning Outcomes:
  • N/A


Speakers
avatar for Declan Whelan

Declan Whelan

Leanintuit
Helping organizations improve value steams and their organizational structure.


Tuesday August 8, 2017 10:45am - 12:00pm
Suwannee 11&12

10:45am

Wellness and Agile Coaching: Why does this thing we love hurt so much? (Michael de la Maza)

Abstract:
Every agile coach I know has a wellness practice. Almost all of them have experienced extreme stress and emotional pain as a direct result of coaching. Why does this thing we love hurt so much?
In this workshop, we will share experiences and practices around wellness and agile coaching. We will work in small groups to create a pamphlet which captures what we have learned and, as an entire group, we will decide how to share it with others. To model a wellness practice, I will share and we will all practice the Kasperowski/McCarthy Friendship Protocol, a ten minute daily practice that fosters connection, empathy, and love.
I will kick start our conversation by showing the results of a survey I sent to the agile community in which over 50% of the respondents said they experience significant stress every week, over 65% said they have felt down or low for two or more weeks at a time, and over 55% said they have had physical symptoms due to stress. The survey showed that agile coaches use four key wellness practices -- meditation, exercise, nutrition, and sleep -- and I will share evidence-based information about the effectiveness of these popular practices.

Learning Outcomes:
  • Be aware of the wellness challenges faced by many agile coaches.
  • Be able to describe three wellness practices that other coaches have found supportive.
  • Know the steps of the Kasperowski/McCarthy Friendship Protocol.
  • Create a way to share wellness practices and experiences with other agile coaches.
  • Take a step towards establishing your own wellness practice.


Speakers
MD

Michael de la Maza

Agile Coach, Heart Healthy Scrum


Tuesday August 8, 2017 10:45am - 12:00pm
H3

10:45am

The Product Organisation - The missing piece of the Agile jigsaw (Chris Matts, Tony Grout)

Abstract:
Have you seen these symptoms in your organisation? Do you have a piece of the Agile jigsaw that is missing?
  1. Teams and product owners being inundated with unreasonable levels of work.
  2. Some teams burning out because there aren't enough hours in the day whilst others are getting frustrated because they are waiting for them.
  3. Product owners being torn apart because the business sponsors cannot agree.
  4. Organisations that have huge inventory of software in progress but little being delivered.
  5. Executives with no clear view of what is happening across the organisation. Insights that come to late for them to act.
  6. Frustration that extra investment in capacity does not lead to extra output of value.
  7. Teams with nothing to do who invent cost saving busy work rather than look for disruptive innovations.
If so, come and learn how Skype used The Theory of Constraints to help two hundred product owners come together on a quarterly basis to create an organisation level backlog. The Skype Product Management Organisation discovered that the constraint that they needed to manage was the capacity of individual teams to deliver initiatives. Although the Skype team initially built a plan for the quarter, they soon discovered that the key was to manage capacity and limit work in progress. This approach lead to a sweet spot of long lived development teams that would self organise and reconfigure into a value stream in order to deliver value.
The session will consist of a fairly short experience report and a training exercise that everyone at Skype attended so that they knew how to get things done at Skype. This fun exercise involves stickies, chaos and the realisation of the real problem that needs to be solved when creating an Organisation Level Backlog. During the training, Tony and Chris will share anecdotes of the things they have seen along the way including a fifteen hundred percent increase in productivity at one client.
So if you are a product or delivery manager, executive or product manager/product owner, come along and find out how to fit the last Agile Jigsaw piece into your Agile Transformation. Understand why the only effective solution is a simple solution, and why complicated solutions will always fail. Understand why a Sweet Wild Assed Guess is better than story points when building a backlog for the next quarter.

Learning Outcomes:
  • *Understand the real constraint facing organisations implementing Agile (Team capacity, not Budget).
  • *Understand that the real challenge is to get the business to agree on the priority of what gets done first.
  • *Understand the two constraints necessary for product success (A strictly ordered backlog, and an estimate from each team affected by an initiative).
  • *Understand why limiting work in progress for each team is so important to the delivery capacity of the whole organisation.
  • *Understand that the portfolio level planning means creating a backlog rather than creating a plan.
  • *Understand that "Doing it" rather than "making stuff up" is of huge importance in areas where there are no established agile practices.

Attachments:


Tuesday August 8, 2017 10:45am - 12:00pm
I2

10:45am

Why and how we are moving beyond the Product Owner Mindset at Riot Games (Michael Robillard, Ahmed Sidky)

Abstract:
At Riot Games our mission is to be the most play-focused game company in the world. That means we need to build fun, competitive, and engaging experiences for our players - everyday! In this journey we discovered that the product owner mindset and tools are insufficient. We needed to go beyond creating and managing backlogs to defining inspiring visions and creating bold strategies - still in an agile and flexible manner.
This shift requires a new mindset and a collection of effective yet lightweight tools and techniques. Our product leaders must ask different questions, discover deeper resonance, and provide strategic guidance that maintains the empowerment and autonomy of our programs and teams. As a result, we require a focus on the new world we aspire to create and the required impact, consistent terminology for often vague or overused strategic concepts; and we require the capability to identify and challenge the implicit assumptions in our strategic decision.
We will show how at Riot Games we have expanded on Jeff Patton's work on output/outcome/impact and combined it with Roger Martin's work on lightweight iterative strategy to drive our product organization forward. In addition, we are leveraging the validated learning approach from Lean Startup to minimize the risk of our strategic directions. We will discuss a critical inflection point where it is all too common to shift from outcome and impact back to output and why we believe this is inappropriate and how we keep it from happening at Riot. We will also include activities that will allow participants to experience the strategic thought process we are currently deploying across Product Management at Riot Games.

Learning Outcomes:
  • Understand how and why Riot differentiates between Output, Outcome, and Impact
  • Learn how and why to apply Product Management craft in an agile, complex, entertainment organization for creating, communicating, and de-risking strategy
  • Ability to describe a holistic system of building, validating, and aligning product strategy in an agile organization
  • Ability to apply Roger Martin's strategic framework of questions to whatever strategic process you use

Attachments:

Speakers
avatar for Ahmed Sidky

Ahmed Sidky

Director of Development Management, Riot Games
Ahmed Sidky, Ph.D. known as Doctor Agile, is a well-known thought-leader in the Agile community. He is currently the Director of Development Management for Riot Games and before that he was a transformation consultant for Fortune 100 companies. He is the co-author of Becoming Agile in an Imperfect World, and the President and co-founder of the International Consortium for Agile (ICAgile). Ahmed was selected to be the program chair for the Agile... Read More →


Tuesday August 8, 2017 10:45am - 12:00pm
H4

10:45am

Competitive Coding: How Students Accelerate Their Craftsmanship Journey (Ajay Fewell)

Abstract:
We’ve heard about fostering software craftsmanship with katas, coding dojos, and randoris. But what if we put gasoline on that fire with some friendly competition? From Hackathons to Capture the Flag to Battlecode, there is a whole landscape of competitions aimed to test and cultivate engineering craftsmanship skills.
In this inspiring talk, one student will share how this digital underground has shaped his growth as a programmer using techniques like micro iterations, environment hacks, and virtual collaboration. Come learn how competition cultivated an agile engineering mindset, and how you can leverage it for your own journey.

Learning Outcomes:
  • Introduction to the overall landscape of competitive computing
  • Specific skills and techniques required to thrive in competition
  • How competitive coding relates to the professional world


Speakers
avatar for Ajay Fewell

Ajay Fewell

Student, Student
Ajay Fewell is a high-schooler at the tech magnet Thomas Jefferson High School for Science & Technology, focusing on quantum computing and cryptography. He is a frequent competitor in hackathons and CTFtime.org events. Currently, he serves on a research team at George Mason University, simulating air traffic control security protocols for the Brazilian Air Force.


Tuesday August 8, 2017 10:45am - 12:00pm
Wekiwa 7&8

10:45am

developerGreatness++; (David Haney)

Abstract:
There are many good developers in our industry, but few are truly great. Join a Stack Overflow Engineering Manager for a candid discussion of the journey to developer greatness. In this session we'll travel beyond code and commits into the realm of habits, core competencies, ego, ethics, and everything else that makes a developer great.

Learning Outcomes:
  • You'll learn best practices around ego, ethics, humility, and working with others. This talk will arm you with the knowledge required to develop skills that will make you into the best possible developer that you can become. Heavy focus on soft skills and interaction with others. Examples provided of behaviors that do and don't further your personal agenda and career growth.


Speakers

Tuesday August 8, 2017 10:45am - 12:00pm
F2

10:45am

So You Want To Go Faster? (Daniel Davis)

Abstract:
How frequently does a good agile team deploy to production? Not every team is capable of deploying "on every commit". What does it take for a team to even start deploying at the end of each sprint, or each week, or each day?
Most companies don't realize that deploying more frequently often requires both significant technical change as well as cultural change. In this talk, I'll guide you through what it takes to deploy more frequently, both from the technical side of setting up pipelines as well as the organizational side of removing red tape. I'll draw on the unique challenges that teams must overcome at each step of the way, from deploying once a month all the way down to full continuous delivery. If your team has been struggling to go faster, come see how you can change to get there. And if you already are at full continuous delivery, come see how to go even faster than that!

Learning Outcomes:
  • Attendees should leave the talk with a full understanding of the different challenges for deploying at these intervals:
  • - Once per sprint
  • - Every few days
  • - Daily
  • - On Every Commit
  • Attendees should be familiarized with common technical solutions to these problems, including:
  • - Automation through delivery pipelines in Jenkins (or some other CI tool)
  • - Feature toggles and their role in code
  • - The role of automated acceptance testing and smoke testing (especially when you go fast)
  • - Using configuration management tools to create consistency across environments
  • - Strategies for versioning and dealing with "in transition" states
  • Attendees should be able to answer to these common cultural questions:
  • - Does more frequent doesn't equate to more risk?
  • - How do you ensure quality without a dedicated QA team of manual testers?
  • - Who should be responsible for authorizing deployments to production?
  • - Do all deployments deliver functionality?
  • - Are bug counts the only way to measure quality?


Speakers

Tuesday August 8, 2017 10:45am - 12:00pm
H2

10:45am

Advancing from global processes to a fit-for-purpose, human “SW development system” (Hendrik Esser, Jonas Wigander)

Abstract:
Processes and, generally, way of working approaches are usually optimized for one particular context. Having one company-wide way of working might help to keep a company aligned, but often causes severe local sub-optimization and frustration. So: should every sub-organization have their own processes, practices and ways of working?
At Ericsson, one of the world’s largest SW companies, operating in a rapidly changing highly complex environment, we must swiftly provide high quality solutions responding to our customer’s needs. This requires a good balance between a company-wide alignment and local optimization.
Then how can we practically achieve just-enough (global) alignment to enable (local) autonomy and optimization?
In this talk you will learn about the Ericsson Business Unit IT and Cloud’s journey from fixed static processes to – as we call it – our “SW Development System”.
You will learn about that SW Development System, which is based on insights from Agile, Lean, VUCA, Human System Dynamics and Applied Systems thinking: it is a human-centered, “just-enough” framework for working in an aligned way across a large organization where different parts contribute to a large product portfolio. It avoids the trap of forcing “mechanics” into the organization and yet allows us to work in an aligned and locally optimized way, helping us to collaborate and evolve across our large enterprise.

Learning Outcomes:
  • Understanding of how to achieve a good balance between company-global alignment and local autonomy.
  • Learn about a Development System, that is based on the human interactions instead of process mechanics.


Speakers
avatar for Hendrik Esser

Hendrik Esser

VP, Operations and Programs, Ericsson
Growing up in the 1980s I was a passionate computer game developer during my school and study times. After getting my diploma in Electrical engineering I started at Ericsson in 1994 as aSW developer. From 1996 I worked in project management roles. Since 2000 I am working as a manager, first heading a Project Office, later Systems- and Technology Management and since2009 the Portfolio and Technology Management for Mobile Core. In 2008 I was a... Read More →
avatar for Jonas Wigander

Jonas Wigander

Change Program Manager, Ericsson AB
Change management, large scale system and SW development.


Tuesday August 8, 2017 10:45am - 12:00pm
F1

10:45am

Making 'agiLE' Work: Agile in the Large Enterprise (Candase Hokanson)

Abstract:
As more large enterprises are adopting agile practices organization-wide, they face unique challenges when compared to smaller organizations or individual projects. While most agile approaches work well at the team level and even for small groups of teams, many of those same preferred practices just don’t work when scaled scaled to an entire organization. For example, with just one or a few agile teams, self- directing teams can organize how they want to solve problems, but when scaled to an entire organization, some level of consistency between teams is needed to manage the dependencies between them. Because of this, the teams can't be fully self-directed. Additionally, distributed teams are a reality in global enterprises, but most agile approaches prefer co-location for face to face conversations. Business stakeholders aren’t usually part of the decision to adopt agile, and as such, are resistant to participate, or are not trained on how to work with teams operating in an agile environment. Executives sometimes mandate the organization-wide move to agile, leaving managers to implement a methodology they might not believe in or aren’t trained to support. PMOs love gated approval processes and are hesitant to give them up, but they are still needed as key stakeholders on projects. Also, in most global organizations, funding isn’t allocated to projects in an agile manner, which means executives are asking for guarantees on the dollar that agile just doesn’t support. These are all challenges we've seen at our customers when scaling agile practices and while we don't have all the answers to these challenges, we do have suggestions for how we handled these situations at various times.
In this talk, we’ll (1) start by understanding the primary motivations for large global organizations to adopt agile practices followed by (2) an overview of different scaled approaches and their limitations when scaling and conclude with (3) the most common challenges our customers’ teams are up against, and suggestions to overcome those challenges.

Learning Outcomes:
  • 1) Understand why large enterprises want to adopt agile processes.
  • 2) Understand limitations of scaled approaches to operating in an agile environment.
  • 3) Discuss common challenges of agile in large enterprises, and how to overcome them.

Attachments:

Speakers

Tuesday August 8, 2017 10:45am - 12:00pm
Wekiwa 9&10

10:45am

Facilitating Success Without Unicorns (Jason Kerney)

Abstract:
Facilitating Success Without Unicorns
The feeling of individual success is a crucial part of meaningful work and gives purpose. The feeling of purpose is crucial in retaining employee happiness. In software, purpose is fleeting. One task is finished and the next one starts. Yet a lot of what we do in Agile minimizes that feeling. Working collaboratively means focusing on the team’s successes and can bury individual contributions. Iterative cycles can lead to a constant feeling of never being done. The answer to this is to allow individuals to find meaningful goals and strive to complete them.
What if each person was given a facilitator that they trusted to guide them in finding personal goals?
It would take a particularly skilled facilitator to pull this together such that the employee felt helped and not put upon. That facilitator might as well be a unicorn because they are rare and hard to find.
I have experienced an employee-driven process of encouraged self-improvement. We got rid of the unicorn facilitator by allowing employees to choose facilitators from their peers. This allowed employees to directly control the process and find people they feel comfortable with that have no authority over them.
This talk is the story of how we discovered the employee-driven process to facilitate and help achieve individual successes. My current company enables employees to look inward to find what is meaningful to them while focusing on psychological safety, peer facilitation and real support.
Beyond explaining the process, I will examine the thoughts that helped develop it. I will explain why we do each of the things we do. My story is a practical account that gives attendees the knowledge they need to implement a system mimicking what we have, but with their own constraints. I hope attendees will leave with the framework to create a psychologically safe system that encourages individuals to set and strive toward their own, personal meaning of purpose.

Learning Outcomes:
  • What it means to have a process of enablement vs judgement.
  • Each person should leave with ideas about how to approach the people who work with them to create a process that encourages improvement.
  • Each person should have concrete examples of approaching review goals in a way that humanizes the process.
  • Each person should have an idea on how to facilitate a personal retrospective


Speakers

Tuesday August 8, 2017 10:45am - 12:00pm
H1

10:45am

Deliberate practice at the fluent edge: promoting goal-directed learning for Agile teams (Adam Light, Diana Larsen)

Abstract:
Professionals who make time for learning perform better than those who don't. And deliberate practice plays a key role in building advanced skills. Agile retrospectives help teams reflect on past performance to identify areas for improvement. But improving at the team level also requires shared practice.
Discover new ways to enable team learning in this fun workshop featuring the co-author of Agile Retrospectives and The Five Rules of Accelerated Learning. By engaging managers and sponsors to set a long-term capability goal and then setting short short-term practice goals at the team's fluent edge you can give retrospectives new life, deliver better outcomes, and sustain continuous improvement over time.

Learning Outcomes:
  • Understand an Agile team's journey through the four capability zones of the Agile Fluency™ Model
  • Work with managers and sponsors to identify a long-term capability goal for your team
  • Identify and describe a team's fluent edge with the aid of provided diagnostic questions
  • Incorporate new ideas and techniques to design a goal-directed retrospective

Attachments:

Speakers
avatar for Diana Larsen

Diana Larsen

partner, FutureWorks Consulting LLC
Diana Larsen consults with leaders and their teams to create work environments where people flourish and push businesses to succeed. She is an international authority in Agile software development, team leadership, and Agile transitions. | Diana co-authored Agile Retrospectives: Making Good Teams Great; Liftoff: Start and Sustain Successful Agile Teams; and The Five Rules of Accelerated Learning. In collaboration with James Shore, she developed... Read More →


Tuesday August 8, 2017 10:45am - 12:00pm
I3

10:45am

Investment Optimization with Active Portfolio Management (Chris Espy, Linda Cook)

Abstract:
What if there was another way to approach portfolio management, one that enabled you to act decisively and quickly when an opportunity arose? With the traditional governance paradigm, your organization is stuck with choices that might have made sense at the outset but didn’t work out in the marketplace. What if you made your investments based on facts rather than luck? What if you placed smaller bets against the House and could fold before you lost too much and up the ante where it was evident you would win? In short, what if you could be Agile in where and when you put your money? That’s the beauty of Active Portfolio Management: it enables you to change with a marketplace constantly in flux.
This workshop acknowledges that Agile contradicts traditional business theory, which leads to ineffectively leveraging what Agile has to offer. Focusing on simple rules for portfolio management, you will learn language about Agile that resonates with executives. To help you activate key concepts in this talk, you will run portfolio optimization activities with time for discussion.

Learning Outcomes:
  • Communicate Agile business value
  • Framework for implementing Agile Portfolio Management
  • Techniques for maximising business investments
  • Simple”rules” for Agile Portfolio Management
  • Practice adjusting plans based on changing business needs

Attachments:

Speakers
avatar for Chris Espy

Chris Espy

SolutionsIQ, SolutionsIQ
Chris Espy is a Senior Agile Consultant at SolutionsIQ. He has 28 years in IT product development with 10 years in helping companies adopt better ways of working. Chris is passionate about helping organizations and teams build a continuous improvement culture to effectively and efficiently achieve their goals. His background covers domains including US Army defense systems, Air Force missile systems, various simulation systems... Read More →


Tuesday August 8, 2017 10:45am - 12:00pm
I4

10:45am

Portfolio Management In An Agile World (Rick Austin)

Abstract:
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
  • Lean techniques for managing flow
  • Effective prioritization techniques
  • Long range road-mapping
  • Demand management and planning
  • Progressively elaborated business cases
  • Validation of outcomes
  • Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.

Learning Outcomes:
  • * An understanding of how portfolio management can work in an agile software delivery organization
  • * What metrics are relevant in managing flow of value
  • * How to create lightweight business cases
  • * Prioritization using weighted shortest job
  • * How to determine an organization's capacity
  • * How to accommodate the needs of audit, compliance, and architectural oversight


Speakers
avatar for Rick Austin

Rick Austin

Enterprise Agile Coach, LeadingAgile, LLC
With over 20 years of software development experience, Rick comes to LeadingAgile as an expert in the financial services industry. Rick has worked for such companies as Antipori Software, Integrated Benefit Systems, Fiserv, and Turner Broadcasting. He has experience in applying agile to small teams, large distributed teams, and organizational change management. Rick's self-proclaimed passion is “helping teams excel by improving the craft of... Read More →


Tuesday August 8, 2017 10:45am - 12:00pm
Wekiwa 6

10:45am

Stalwarts - Kupe Kupersmith (Kupe Kupersmith)

Abstract:
Top buzzwords today almost always include teamwork, collaboration, engagement, change, faster, better, and cheaper. Sounds like a lot! Luckily, you can achieve success in these with just one word…networking, schmoozing, rubbing elbows, connecting, or any word you choose that focuses on building solid, trusting relationships.
In the end, many of us get paid for who we know and who has the information we need, not what you know. There is not enough time in the day to know everything. On the other hand, there is enough time to build and foster relationships that you and your team can utilize to achieve better results.
There is an art and science to all this stuff. Join the conversation with Kupe to discuss ways to help you connect with others. One of the awesome things about this session is you’ll be able to start putting things into practice during the conference!
Kupe is a connector and has a goal in life to meet everyone! As the Founder & Principal of KupeTalks, he possesses over 20 years of helping companies achieve business value. Kupe feels the foundation to his effectiveness over the years begins and ends with improvisation. Kupe is a trained improvisational comedian and uses applied improvisation tools to help everyone be better collaborators, connectors and team players.
Kupe is the co-author of Business Analysis for Dummies and is an industry requested keynote speaker. Being a trained improvisational comedian, Kupe is sure to make you laugh while you’re learning. Kupe is a connector and has a goal in life to meet everyone!

Learning Outcomes:
  • N/A


Speakers

Tuesday August 8, 2017 10:45am - 12:00pm
Wekiwa 5

10:45am

Stop Building Bad Software - Solving the Right Problems and Creating the Right Products (Garren DiPasquale, Matt Wallens)

Abstract:
There are two common problems that lead to bad software: the project team isn’t aligned on a problem and the customer isn’t involved in the design process.
You end up with a product that the business didn’t ask for, the tech team struggles to deliver and customers don’t want. How do you increase confidence in the direction of your product and work together to build innovative solutions that bring the business, technology, and customers together?
Design by Discovery is a process to understand business goals and customer needs. It isn’t about designing screens or coming up with a final solution. Rather, it’s an efficient way for a project team to gain a shared understanding, explore ideas, and develop a design direction.
You’ll walk away from this session informed, energized, and prepared to apply this knowledge on your projects.
With 37 years of combined experience, Matt & Garren have designed software and services for clients ranging from Fortune 50’s to startups to small businesses. They co-founded Artifact in 2011 and believe one of the secrets to success is to not take themselves too seriously.

Learning Outcomes:
  • What is Design by Discovery?
  • Why is Design by Discovery important?
  • Who owns the discovery process?
  • How do you understand which problem to solve?
  • How can you better understand your users?
  • What are effective and efficient techniques to use?
  • How does Design by Discovery fit into Agile?



Tuesday August 8, 2017 10:45am - 12:00pm
F4

11:30am

Impostor Syndrome: The Flip Side of the Dunning-Kruger Effect (Salvatore Falco)

Abstract:
In their 1999 paper, "Unskilled and Unaware of It," psychologists David Dunning and Justin Kruger described a phenomenon in which people who lack competence in a domain will nevertheless rate themselves as highly skilled. The phenomenon became known as "the Dunning-Kruger Effect," and most commentary has focused on the inability to recognize incompetence. But Dunning and Kruger also described an inversion of that pattern. Often, highly skilled people will underestimate their ability. In extreme cases, this manifests as "impostor syndrome."
For years, I was among the latter group. In spite of positive feedback from peers and supervisors, I discounted my skill as a Scrum Master. My teams thrived, but I focused on my perceived deficiencies, and constantly feared being exposed as a fraud. In this Experience Report, I will discuss how I came to recognize the problem, and how I learned to accurately assess my abilities.

Lessons Learned from Your Experience:
  • • How to solicit valuable feedback
  • • How to listen to, evaluate, and use unsolicited feedback
  • • Building and engaging in a healthy feedback community
  • • How I channeled my over-active inner critic into a constructive feedback mechanism.


Speakers

Tuesday August 8, 2017 11:30am - 12:00pm
Wekiwa 1&2

2:00pm

Bridging Mindsets: Creating the PMI Agile Practice Guide (Mike Griffiths, Johanna Rothman)

Abstract:
At first glance, the PMI appears a strange partner to work with to create an Agile Practice Guide. Many people see PMI as the source of the plan-driven, big-design-up-front, waterfall-inspired methodology that agile approaches are rebelling against. In truth, the PMI is the source of commonly regarded good practices, which today includes agile approaches.
Since many PMI members were engaged in agile projects and looking for guidance, they turned to the agile community and a partnership with the Agile Alliance was forged to create the new Agile Practice Guide. This experience report describes the recruitment of 7 authors, team formation and development of the new guide since August 2016.

Lessons Learned from Your Experience:
  • Gaining consensus with experts with differing strongly-held opinions is never easy. It is even harder when everyone is an unpaid volunteer who is also geographically dispersed and time-shifted. Luckily we quickly established some team norms and cadences that for the most part worked for everyone.
  • The next challenge was corralling a group of agile evangelists to work to a largely waterfall plan and heavily front-loaded production timetable. After much squirming by both groups, a hybrid approach was developed that allowed for iterative, incremental development of the first draft of the guide. It also largely satisfied the PMI’s production schedule and review gates. The experience report shares what compromises were made and the hybrid solution.
  • The content and writing styles recommended by the agile authors fundamentally differed from the standards guidelines used by the PMI. We wanted to use a direct, personal writing style using language such as “You may want to consider using X…” but this was contrary to the third person directive style favored by the PMI for its standards.
  • This is a reflection of the PMI’s background being in project environments that can be defined upfront and have a focus on process. In contrast, agile approaches assume more uncertainty and focus more on the people aspects. Fortunately, we prevailed here too and would like to share our struggles and solutions for anyone else who faces conforming to traditional standards.


Speakers
MG

Mike Griffiths

Leading Answers
Mike Griffiths is an agile coach based in Canmore, Canada. He was involved in the creation of DSDM in 1994 and has been using agile methods (Scrum, FDD, XP, and DSDM) for the last 20 years. He served on the board of the Agile Alliance and the Agile Leadership Network (ALN), he wrote the best selling PMI-ACP Exam Preparation book and teaches agile training courses worldwide. He co-founded the PMI Agile Community of Practice and co-authored the... Read More →
avatar for Johanna Rothman

Johanna Rothman

President, Rothman Consulting
Johanna Rothman, known as the "Pragmatic Manager," provides frank advice for your tough problems. She helps leaders and teams see problems and resolve risks and manage their product development. | | Johanna was the Agile 2009 conference chair. She is the current agileconnection.com technical editor. Johanna is the author of several books including: Agile and Lean Program Management: Scaling Collaboration Across the Organization... Read More →


Tuesday August 8, 2017 2:00pm - 2:30pm
Wekiwa 1&2

2:00pm

Agile Development Practices Explained - Scott Densmore (Scott Densmore)

Abstract:
Agile is all about values and not a set of prescriptive 1s and 0s, even for a development team. There are quite a few practices that align to those values and allow the development team to transition to agility in delivery of software. This session will focus on practices that correlate to the values, how they apply and why we do them. It will take a view from both an individual engineer perspective as well as an engineering manager. It will discuss how to apply these practices from an individual team to scaling across multiple teams. This is a journey where the destination is to continually adapting these practices Scott's talk is based on experience in building software large scale software for the cloud and tooling for developers.

Learning Outcomes:
  • Understand how the practices map to agile values
  • How these practices work together to transition to agility
  • How to get started


Speakers

Tuesday August 8, 2017 2:00pm - 3:15pm
Wekiwa 3&4

2:00pm

Imposter Syndrome: Innovation Killer Among Us? (Billie Schuttpelz)

Abstract:
As an Agile community we talk a lot about innovation and failure. But we don't often allow the space to talk about the head games that keep us from innovating. About those internal dialogues that hold us back from taking the risk which leads to the innovation. How many amazing people are silently berating themselves rather than unleashing their value to the world? It's one thing to encourage people to fail fast and innovate...but what if someone is so constrained, they can't even begin to know how to start failing, much less innovating? How many corporate calls have we all been on, where not a single person will risk the first answer? It's all too common.
In this Audacious Salon session, we will break open the conversation around Imposter Syndrome. Yes, it exists. And it's stealing far too many of our authentic voices. Come and join the dialogue where no one is the expert, but rather we are wrestling through these waters together as an authentic, safe Agile community.

Learning Outcomes:
  • Discover how the Imposter Syndrome is keeping you from living out your authentic voice
  • Experience the safety of authentic individuals struggling with similar things
  • Collaborate with like-minded individuals to create action plans on how to free more voices in our Agile Community
  • Unleash your peers into their bold, brave contributions and innovations



Tuesday August 8, 2017 2:00pm - 3:15pm
Suwannee 11&12

2:00pm

Shu Ha Ri: Creating Your Coaching Journey (Bernie Maloney)

Abstract:
Tired of learning your Coaching craft by trial and luck? Many of us begin and emerge as coaches through kismet and fortune, rather than with clear goals for learning and acceptance criteria for progressing in the craft. Instead, why not apply Agile techniques and use Inspect and Adapt to groom a path to guide your learning as an Agile Coach?
In this interactive session, you won’t merely sit and listen; you’ll learn both WITH and FROM other participants. We’ll start by building a learning ‘backlog’ for coaches. Through 3 brief scenarios of increasing complexity, self-organized table-teams will examine what a coach would need to learn in order to be prepared to thrive in that stage. With each scenario, we’ll hold a group ‘demo’ of the topics, techniques, skills and resources for a coach’s learning at that stage.
Coaches already handling one to several teams are the primary audience for this session. Still, the learning and career development situations identified through this session will be as valuable to Aspiring Coaches and Managers of Coaches. Even a few seasoned Coaches may appreciate learning through an exposure to “beginner’s mind” in this workshop.
Would you plan an iteration without a backlog? Stop leaving your development as a Coach up to luck. Come create a skills backlog and identify goals for the next lessons on Your Coaching Journey.

Learning Outcomes:
  • recognize and describe 3 common stages of learning for a coach
  • describe skills, knowledge and resources helpful for a coach to thrive at each stage
  • identify the next lessons you want to learn in improving as an Agile Coach
  • create a peer / coaching circle to support and apply their ongoing learning


Speakers
avatar for Bernie Maloney

Bernie Maloney

Agile Coach | Accelerating Genius, Persistent Systems
Bernie Maloney is an international speaker, coach and trainer who's helped grow businesses from break even to beyond $100M. The self-directed teams he's helped build have delivered award winning electronics and services, both to consumers and to businesses. Bernie teaches Agile Product Development at Stanford Continuing Studies, drawing on over 25 years experience with firms like Bell Telephone Laboratories, HP, TiVo and Good Technology. A... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
F2

2:00pm

It's All About Me!®: Owning Your Behavior, Improving Your Team (Doc List)

Abstract:
Successful high-performing teams have many common attributes. One is their ability to function together collaboratively. In order to collaborate well, they must communicate effectively and get beyond some of the members' personal biases and quirks.
In this interactive workshop, Doc List shares common problems with behavior, motivation, emotions, and interpretation that frequently get in the way. Participate in exercises that lead you to understand ― and sometimes expose ― your own blind spots and limitations. Challenge your own assumptions, learn about taking ownership of your own feelings and behavior, and articulate the difference between behavior and interpretation.
Along the way, gain a new understanding of intuition and how you're using it in your interpersonal situations. Leave this workshop with a new and clearer understanding of how you've been interpreting others' behavior and acting on those interpretations.

Learning Outcomes:
  • Articulate the difference between behaviors and interpretations
  • Demonstrate tools for effective communication in emotionally-charged situations
  • List some of your own blind spots

Attachments:

Speakers

Tuesday August 8, 2017 2:00pm - 3:15pm
I1

2:00pm

Why the tech industry needs all kinds of minds and how to support them. (Sallyann Freudenberg)

Abstract:
In our work transforming our organisations, sometimes as an industry we appear to have forgotten that teams are still made up of individuals. That we are different to one another. That sometimes we need to work in different ways or different environments to each another.
The diversity that helps create amazing teams and products may ironically be being drummed out of us by our own practices and environments. Inadvertently creating a mono-culture when far from being a weakness, our diversity is our biggest strength. Perhaps we have moved from an “old school culture” (one that focuses too heavily on the written word, on working alone and thinking things through carefully up-front) to a more agile culture (that replaces these with exclusively open-plan spaces, intense collaboration, thinking on one’s feet and lots of audio and visual noise). Neither of these fit everyone all of the time.
In addition, as we work in more cross-functional teams and/or cut across organizational boundaries we will need to find ways to work together whilst still respecting our differences.
This talk is about embracing diversity of thinker and Sal takes a "neurodiversity" approach - that is, a belief that autism and other types of divergence of neurology are normal variations in the human genome rather than "illnesses" which should be "cured". This talk is about making our collaborations more inclusive. About experimenting with how we can create teams, spaces and practices where people can turn up authentically and have their differences not only supported but celebrated.

Learning Outcomes:
  • An appreciation of the prevalence of neurodiversity in the general population and in the tech industry in particular.
  • An understanding the benefits of having a neurodiverse team - what special talents someone neurodiverse might bring.
  • A basic understanding of the superpowers and challenges that come with Autism, ADHD, bipolar disorder and depression.
  • Some ideas for how to modify our agile practices to make them more inclusive to all kinds of minds.
  • Understanding how to make our recruitment process more neurodiversity-friendly so that we don't inadvertently screen out some of the brilliant minds our industry needs.


Speakers
avatar for Sallyann Freudenberg

Sallyann Freudenberg

Independent
Sallyann is a neuro-diversity advocate and an Agile Coach, trainer and mentor with 25+ years in the IT industry, 14 of which have been firmly in the Agile and Lean space. | She has a PhD in the Psychology of Collaborative Software Development. | Along with Katherine Kirk, Sal is co-founder of the Inclusive Collaboration Campaign, helping the industry to understand neurodiversity and contemplate how to support all of the amazing minds we... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
I4

2:00pm

Build Better Backlogs Using Behavioral Design (Chris Shinkle)

Abstract:
We make decisions every day driven by cognitive biases designed to save time and energy. These mental shortcuts serve us well. Marketers have used this knowledge for many years building successful marketing strategies. Armed with the same knowledge, is it possible for us to build better products?
Part of designing a great product is convincing users to behave in a way to reach a specific outcome. Behavior design gives us a model to define and foster behavior change. It provides a method for thinking about forming habits and motivating users. It borrows ideas from behavioral science: the study of why people behave as they do. This design method helps identify critical user stories often missed using conventional methods. Identifying these stories are a must to building lasting products. They link core user needs with business outcomes. These design methods drive products such as Facebook, Instagram, and Twitter.
In this talk, we'll explore how to use behavioral design to build a better backlog and design an engagement loop. Chris will share how to integrate these ideas into your Agile development process. You'll leave with practicable steps you can apply to your projects.

Learning Outcomes:
  • Why understanding behavior design is critical to better backlogs and successful products
  • The essential elements of an engagement loop
  • How designing these elements leads to more engaging products
  • How can better prioritize the backlog using these stories
  • How to integrate these ideas into your Discovery and Agile processes

Attachments:

Speakers
avatar for Chris Shinkle

Chris Shinkle

Director of Innovation, SEP
Chris Shinkle is the Director of Innovation at Software Engineering Professionals (SEP). Since 1997, Chris has been a thought leader and initiator of new ideas and continuous improvement. He introduced and led SEP’s adoption of Agile software development practices in 2004 as well as the adoption of Lean and Kanban in 2007. He has used these methods to lead large, complex projects, including military aircraft engine monitoring and... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
F3

2:00pm

Professionalism and Ethics in Software: Entering Uncharted Territory (Sean Dunn, Chris Edwards)

Abstract:
The practice of software as an engineering profession has not always held the same weight as other engineering professions: civil, mechanical, electrical. The professional responsibility to the greater public good is much more obvious when life-and-limb are on the line. Aside from specific domains where life and limb DO matter to software (aerospace & medical), the connection between software engineering professionalism and societal responsibility has up until now been vague.
That's changing. In the modern world, Software controls everything we do and the decisions we make can have serious implications on the public interest.
Sean and Chris will bring their background as engineers and their participation in the "Ritual of the Calling of an Engineer" to bring to light the important role engineers have in safeguarding the public. In this interactive session, the speakers will explore several case studies to highlight prominent situations where engineering decisions were overruled by management with disastrous consequences, and they will look at some newer ethical concerns that are unique to the software profession.

Learning Outcomes:
  • Gain a new perspective on the role of a software developer in society.
  • When does the public interest come before personal financial interests?
  • When does your technical expertise leave you especially qualified to consider the public interest?
  • How do you handle a situation where the public's interests are in conflict with those of your employer?


Speakers
avatar for Chris Edwards

Chris Edwards

Senior Manager, IHS AccuMap, IHS
Chris is a software manager with IHS Inc. IHS is a global company with over 8000 employees that provides information and analytics to multiple industries,including energy, automotive, electronics, aerospace and chemicals. Chris has had a variety of roles including developer, manager, Scrum Master and architect. He has a passion for how both technical excellence and transformational leadership can help drive agility.


Tuesday August 8, 2017 2:00pm - 3:15pm
F1

2:00pm

Which Development Metrics Should I Watch? (Gene Gotimer)

Abstract:
W. Edwards Deming noted that “people with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.” While metrics can be a great tool for evaluating performance and software quality, becoming beholden to reaching metrics goals, especially the wrong ones, can be detrimental to the project. Each team needs to take care and understand what targets are appropriate for their project. They also need to consider the current and desired states of the source code and product and the capabilities and constraints of the team.
As one of the lead architects working with a huge codebase on a government project, I often have the opportunity to influence the teams around me into watching or ignoring various metrics. I will walk through some measures that are available to most projects and discuss what they really mean, various misconceptions about their meaning, the tools that can be used to collect them, and how you can use them to help your team. I’ll discuss experiences and lessons learned (often the hard way) about using the wrong metrics and the damage they can do.
This session is aimed at development leads and others that are trying to choose the right metrics to measure or trying to influence what metrics to avoid.

Learning Outcomes:
  • Code coverage doesn’t tell you what is tested; it shows you what isn’t.
  • Mutation testing can be extremely valuable as a metric and as a learning tool.
  • Watching trends of metrics can be much more useful than aiming for specific values.
  • That said, zero failing unit tests and no known security issues can be universal goals.
  • Cutting corners doesn’t always make you faster, even in the near-term.
  • Ultimately, escaped defects is the most important metric to measure.


Speakers
avatar for Gene Gotimer

Gene Gotimer

Senior Architect, Coveros
I am a senior architect at Coveros, Inc., a software company that uses agile methods to accelerate the delivery of secure, reliable software. As a consultant, I work with my customers build software better, faster, and more securely by introducing agile development and DevOps practices. I have many years of experience in web-based enterprise application design, and extensive experience establishing and using development ecosystems such as... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
Wekiwa 7&8

2:00pm

DevOps Transformation: The next step in Agility (Taghi Paksima)

Abstract:
DevOps is more than just “dev” plus “ops”. It entails a mind-set shift to embrace the culture of continuous improvement, systems thinking and continuous delivery of business value across the whole value stream and affecting most of the organisation. In this workshop we will be collaboratively explore some of the core tenets of DevOps, primarily as a cultural and organisational transformation. The workshop will help participants gain insight into some of the basic, yet powerful, principles and practices of DevOps, such as streamlining flow of value, continuous delivery, and continuous feedback.

Learning Outcomes:
  • Experiment (through gamification) how DevOps practices and principles can help reduce time-to-market and decrease delivery pain.
  • Learn about DevOps transformation as an extension to Agile and how it will contribute to creating high-preforming organisations.
  • Understand some of the core cultural principles and technical practices of DevOps.
  • Learn about effective habits of DevOps teams to pick and the pitfalls to avoid.


Speakers

Tuesday August 8, 2017 2:00pm - 3:15pm
H3

2:00pm

The Story of LeSS (Bas Vodde)

Abstract:
This talk is based on story-telling, where Bas will share the creation of LeSS and within that side-track on explaining better how LeSS works. Expect most of the session to be in story format and not in typical introduction to X format.
LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas Vodde and Craig Larman while Scaling Agile development in many different types of companies, products and industries over the last ten years. There are several case studies available and an book describing LeSS in detail.
LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams. All of these are also available on the less.works website.
LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.

Learning Outcomes:
  • See why experimenting is a key to improvement
  • Learning the difference between component and feature teams.
  • Understanding the difficult problem of owning vs renting processes
  • Understand the LeSS Frameworks and the LeSS 'complete' picture
  • Seeing why organizational complexity - added roles, processes and artifact - is harmful for agility.


Speakers
avatar for Bas Vodde

Bas Vodde

Odd-e
Bas Vodde is a coach, programmer, trainer, and author related to modern agile and lean product development. He is the creator of the LeSS (Large-Scale Scrum) framework for scaling agile development. He coaches organizations on three levels: organizational,  team,  individual/technical practices. He has trained thousands of people in software development, Scrum, and modern agile practices for over a decade. He is the author... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
I3

2:00pm

How to go from Zero to Sixty in 19 years - Accelerated learning on the path to Agile (Woody Zuill)

Abstract:
Sometimes stumbling in the right direction pays off. The trick is knowing the right direction. Hint: We can't "know".
During this talk I will share a number of experiences and observations. Hopefully we'll also do a few activities along the way.
This is a next step in a series of talks I've given over the last few years:
First was NoEstimates, which questions the pervasive notion that the only sort of decisions worth making require estimates, and suggests that the reality of software development doesn't support that notion. That is, sometimes there are better questions than "how much do we think this will cost?", "when do we think this be done?", and "should we do project A or project B?".
Next was Continuous Discovery which introduces the idea that the nature of software development is not well served by a "here is what we want, here is how we are going to get it" approach. In it I propose that following a process of discovery better matches the endeavour at hand. Whatever we thought we wanted when we started this "project" changes as we expose reality by actually doing something, and any plan we made before we actually did something is counter to what we now need to do.
In this episode, I'm sharing parts of my own path - the things that seem important to the "Drunkards Walk" that I've been on. To be clear: I'll share my experiences in support of the idea that opening oneself to chance and serendipity might be worthwhile, or at least not completely stupid. Is this a leadership technique? Perhaps. Clearly, the more people stumbling behind you in the same general direction the more it looks like you are a leader. But I'm not suggesting you do the things I did, as you can likely guess, and I'm certain that when we copy the things a successful "leader" has done we are are likely doing the exact opposite from what that leader did.
NOTE: This is a bit related to the ideas in the book "The Drunkard's Walk: How Randomness Rules our Lives" by Leonard Mlodinow, but not very much after all I suppose.

Learning Outcomes:
  • I can't imagine what you might learn, or take away from this presentation
  • I can't presume that anything I have to say or share will be of use to you, but I hope it will be
  • "The value of another’s experience is to give us hope, not to tell us how or whether to proceed" - Peter Block


Speakers
avatar for Woody Zuill

Woody Zuill

Application Development Manager, Hunter Industries
I've been a software developer for 30+ years, and I'm an Agile enthusiast. I work as an Agile Coach with the original "Mob Programming" team, and have been instrumental highlighting "No Estimates" concepts. | | I've enjoy sharing my Agile experiences, and learning new things. If you are ever in the San Diego area please stop by and "Mob" with us. | | I maintain and write for both the http://mobprogramming.org website, and my own blog at... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
H4

2:00pm

Permission, Trust, and Safety (Ashley Johnson, Tim Ottinger)

Abstract:
"Give them the environment and support they need, and trust them to get the job done." Easy to say, but how is it done?
Do people in your organization feel permission to bring their best?
Do they trust the organization?
How much energy do people spend protecting themselves from each other?
Who or what stops you and your team from doing your best work?
As coaches, we find that most people live well beneath opportunities available to them. They feel limited, over-managed, and afraid to ask for the things they need. They "play it safe" and "cover their butts" to avoid accusation, blame, or reprisal.
Join us and explore how leaders and managers can help establish an environment where people can accomplish great things.

Learning Outcomes:
  • This is an exploration of the topics of safety, trust, and permission: “It’s not a workshop if you know how it will end.”
  • Safety and trust as prerequisites to being agile.
  • Situations where self-organization breaks down.
  • Three levels of permission, and how to grant and acquire permission.
  • How to intentionally create trust and safety.


Speakers
avatar for Ashley Johnson

Ashley Johnson

Senior Coach, Industrial Logic
avatar for Tim Ottinger

Tim Ottinger

Sr. Consultant, Industrial Logic
Software development as a thinking art | Transitioning to Agile from Whatever | Programming Languages | Microhabits | Refactoring, TDD, Programming, Testing, Managing | Flying drones for fun | NOT POLITICS NOR SPORTS. I'm not qualified.


Tuesday August 8, 2017 2:00pm - 3:15pm
I2

2:00pm

Adaptive Learning: Leveraging Action Learning to Realize Holistic Organizational Agility (Michael Hamman)

Abstract:
In the late 1980s and early 90s, Peter Senge taught the world about 'organizational learning', and of the great benefits it can bring to organizations across all industries. At no time is the capacity for genuine organizational learning more critical than it is in the face of the complexity, rapid change and unpredictability businesses and other organizations currently face. But in order to truly leverage organizational learning as an adaptive capability, we must distinguish learning that merely helps human systems (individuals, teams, organizations) get better at what they are already doing, from learning that helps human systems transform the very beliefs and assumptions that fundamentally determine how they perform in the first place.
Action Learning is an oldie but goody from the world of organization development. It helps organizational players learn through action. In this session, I will teach you how I have used action learning as a key tool to help agile strategists (leaders, managers, agile coaches) create conditions that enable emergent adaptive agile capability across an organization.

Learning Outcomes:
  • Learn the difference between single-loop and double-loop learning, and why the latter is such an important organizational skill to develop, if what you are going for is deep, agile transformation
  • Learn how Integral thinking can enhance our ability to see the behaviors and effects of an organization more holistically and systemically
  • Learn the basic technique of action learning
  • Learn how you might deploy action learning in your organization as a way to emergently leverage, and grow upon, innate organizational wisdom and intelligence


Speakers
MH

Michael Hamman

Director, Agile Leadership Training and Development, Agile Coaching Institute


Tuesday August 8, 2017 2:00pm - 3:15pm
Wekiwa 9&10

2:00pm

Kickstart Your Agile Transformation with a Videoscribe (Laurens Bonnema, Evelien Roos)

Abstract:
Are you struggling to convince people in your organization to really adopt an agile approach? Trying to get managers to agree to changes in procedure that will help the teams you are working with? Tired of doing that in endless meetings, presentations, and training sessions? So were we! Until we tried something else and doodled the change. Then, we animated our doodles and published them as a videoscribe. The results were amazing! For some reason, our hand-drawn animated videos touched people deeper than we'd been able to before. And change came faster after that. We were able to accelerate the agile transformation, and scale it from one business unit to the entire organization by leveraging the power of video. Want to learn how? Come to our session, and we'll teach you how to draw, animate your drawings, and publish them with a nice voice-over so you can add visual flavor to your agile approach when you get back to work.
Can't draw? Don't worry, we can't either. We'll show you how to do it anyway, then teach you how to animate it and add a voice-over. Some knowledge of agile principles and practices is helpful, as we'll be using real-life examples from our agile coaching and training.

Learning Outcomes:
  • You'll walk out of this session with the knowledge to create your own hand-drawn visuals and animate them with voice-over.
  • We'll share our 7-step plan to successful videoscribing that you can use to add visual flavor to your agile approach, and in the process have deep conversations on the real issues the organization is facing and how best to solve them using an agile approach.
  • We'll show you alternatives to the tools we use, including a fully analogue way with kit you most likely have already so you can get started right away.
  • You'll have an extra tool in your toolkit to help you engage and communicate effectively with a large audience to kickstart (or reboot) your agile transformation.


Speakers
avatar for Laurens Bonnema

Laurens Bonnema

Agile Management Consultant, Xebia
Agile management consultant, expert in sustainably aligning business and IT to improve the results of IT projects. Love sketchnoting and graphic recording.


Tuesday August 8, 2017 2:00pm - 3:15pm
H2

2:00pm

Solving the PMO Paradox (Jesse Fewell, Kim Brainard)

Abstract:
For many organizations, the Project/Program Management Office (PMO) is a very large rock on the road to agility. On one hand, the PMO in many organizations is the primary advocate of a centralized uniform process-oriented mindset approach to work. On the other hand, the same group often wields both an interest in agile methods and the organizational influence to push it forward. Meanwhile, many agile advocates speak of humanized work and then ironically delight in the failure and frustration of PMO co-workers.
What do we do? Can our advocacy for people over process also reach the people who advocate for process? How do we move from good guys / bad guys to holistic transformation?
In this exploratory workshop, we will address these questions head-on through collaborative dialog. Come with your experiences, and suggestions for involving, transforming, or circumventing the PMO to become more Agile, and we will all leave with insights and actions we can really use.

Learning Outcomes:
  • What are the assumptions that agilists and PMO staff make of each other
  • What are successful approaches for addressing the PMO in an agile environment?
  • What are steps one can take to move forward


Speakers
avatar for Jesse Fewell

Jesse Fewell

Agile Coach & Trainer, JesseFewell.com
Jesse Fewell is a writer, coach, and trainer in the world of management and innovation. From Minneapolis to Malaysia, he's helped startups and conglomerates alike catapult to breakthrough results. His adventures are written down in "Can You Hear Me Now", his handbook for remote teams. A graduate of Johns Hopkins University, he helped bring agile methods to PMPs around the world by co-creating the PMI-ACP agile certification, and co-authoring... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
H1

2:00pm

Stalwarts - Linda Rising (Linda Rising)

Abstract:
Do you make New Year's resolutions? How successful are you are keeping them? I'll bet some of you have some techniques that
have worked for you. I invite you to come share them and, for my part, I'll talk about tips from cognitive neuroscience.
We're really good at setting goals. We've been told to dream big, the sky is the limit. We tell others to "go for it." These are mostly American mantras, but now there's research that examines how our brains get in the way of achieving something when all we do is "believe we can do it." Maybe you'll get so excited you'll dust off those New Year's resolutions that you dropped by the wayside in the middle of January.
Linda Rising is an independent consultant who lives near Nashville, Tennessee. Linda has a Ph.D. from Arizona State University in the area of object-based design metrics. Her background includes university teaching as well as work in industry in telecommunications, avionics, and tactical weapons systems. She is an internationally known presenter on topics related to agile development, patterns, retrospectives, the change process, and the connection between the latest neuroscience and software development. Linda is the author of numerous articles and several books. The latest, More Fearless Change, co-authored with Mary Lynn Manns. Her web site is: www.lindarising.org

Learning Outcomes:
  • N/A


Speakers
LR

Linda Rising

Linda Rising LLC


Tuesday August 8, 2017 2:00pm - 3:15pm
Wekiwa 5

2:00pm

Acceptance Criteria for Data-Focused User Stories (Lynn Winterboer)

Abstract:
Learn how to write acceptance criteria for DW/BI user stories that align your team to deliver valuable results to your project stakeholders.
Writing user stories for business intelligence projects already feels to many product owners like pushing a large rock up a big hill ... and needing to add solid acceptance criteria to each story feels a bit like the big hill had a false summit: Once you get to the top (user story written) you discover there's a small flat spot and then the hill continues up further, requiring additional detail in the form of acceptance criteria. As one BI PO recently put it, "I write the user story and feel like I've made excellent progress; then the team is all over me with 'That's great, but what's the acceptance criteria?', forcing me to yet again go deep. If I had a better understanding of "sufficient" acceptance criteria, I would have shared it with my team and stopped the beatings!"

Learning Outcomes:
  • How does acceptance criteria differ from the team's definition of "done"?
  • How detailed should acceptance criteria be?
  • What is included in acceptance criteria?
  • What is an example of acceptance criteria for a BI user story?

Attachments:

Speakers
avatar for Lynn Winterboer

Lynn Winterboer

Agile Analytics Trainer & Coach, Winterboer Agile Analytics
I teach and coach DW/BI teams on how to effectively apply agile principles and practices to their work. I also enjoy practicing what I teach by participating as an active agile team member for clients. My career has focused on Agile and BI, serving in various roles within both professions. I understand the unique set of challenges faced by DW/BI teams who want to benefit from the incremental, value-focused approaches of Agile and Lean... Read More →


Tuesday August 8, 2017 2:00pm - 3:15pm
Wekiwa 6

2:00pm

UX in Agile: Introducing UX process into your Agile (Dave Watts, Bassel Kateeb)

Abstract:
Introducing User Experience (UX) into your agile development lifecycle does not have to be a zero-sum game. User experience strategies, approaches and methods do complement the agile methodology. Being able to apply these strategies across throughout the project lifecycle will invariably lead to better, more effective products for end users.
This session will help connect the dots between User Experience and agile principles through real world practical examples. We will focus on key UX strategies like who can get involved in user research and when, how to apply human centered design to the process, and rapidly prototyping ideas in order to validate key decisions with users and stakeholders. The session will not be a one size fits all approach to injecting UX into your agile teams, but focus on ways to help inform your design which will inevitably evolve over multiple sprint cycles.
This session targets project teams that are interested in including UX design principles into their agile projects. From initial user research through the prototyping and measuring of the outcomes.

Learning Outcomes:
  • • Introduce how UX fits within their current agile product development lifecycle
  • • Gain a better understanding of how to apply the key aspects of human centered design as it applies within the agile process (i.e. if you are always iterating and discovering, how do you actually deliver a product)
  • • Share examples of how iterative prototypes and subsequent feedback loops improve the overall product user experience
  • • Better understanding that UX is the responsibility of everyone on the team
  • • Understanding some of the challenges of working UX into an agile approach and ways around them
  • • Highlight the differences and benefits of agile and UX vs lean UX

Attachments:


Tuesday August 8, 2017 2:00pm - 3:15pm
F4

2:45pm

The Thrill is Gone - How to Bring it Back Again (Customers and Trust) (Meg Ward)

Abstract:
The Thrill Is Gone
Remember those heady days when it seemed like you and your customer walked hand in hand through a field of flowers with everything going right in the world? Maybe you've never had those heady days. Maybe you had them, and then the dark storm clouds of failed deliveries, disagreements on appropriate technology, competitive pressures shrinking your deadlines, etc. have left you and your team feeling that it's you against the world and your relationship with your customer will never be the same again.
I've been there, and I'm here to help. In February 2016, I moved from Developer to Manager of a team who were in their fifth year of a two-year project. To make matters worse, they had another deployment of an equally complex product that needed to happen nearly immediately due to competitive pressures (spoiler alert: we did not hit the deadline the customer wanted).
In this talk, I'll cover tips and tricks to build transparency, and with that transparency, build trust as well as about how to overcome a legacy of distrust and build stronger relationships.

Lessons Learned from Your Experience:
  • Identifying where the trust has fallen short
  • Tools to increase transparency - delivery cadence, emails, meetings, showcases, etc.
  • How to talk to your customers about potential failures


Speakers

Tuesday August 8, 2017 2:45pm - 3:15pm
Wekiwa 1&2

3:45pm

Can a dancing elephant be Agile? - The IBM Agile transformation story! (Phil Abernathy)

Abstract:
This is the story of how IBM, a 110 year old company with 400,000 people globally, is once again innovating and transforming itself, to keep up with the pace of change, to an Agile way of working.
Why should a large, $80billion dollar global corporation change to Agile? Why did IBM choose Agile? Why not some of the other options like Lean or Lean Six-Sigma and where does Customer focused design fit in?
This is the story of how a 400,000 person company has been transforming itself to an Agile organisation inside out, right across the entire Group including IT, HR, Finance, Marketing, Operations, Product development and Manufacturing. The scale and scope spans technologies from mainframe, to the Cloud, Watson and Cognitive computing to Blockchain and even on to research in areas such as Quantum Computing.
We will outline where we started, what we did and how we went about scaling Agile across such a huge global organisation.
We share our problems and pain, the pitfalls we wish we could have avoided and the successes we have experienced from day one. Now more than two years into the journey the benefits are so astounding that we have even commercialized the approach at the demand of our customers.
We will show you how we need to restructure the core of the organisation, reduce and flatten the leadership and management layers, assess and selected only the best ‘Agile minded’ leaders, trained and coached thousands of people and all this while keeping the organisation and our clients running at full tilt.
We share how we saved hundreds of millions while improving response and cycle times by multiple factors, saw our employee engagement soar and our customer satisfaction rating increase significantly.
Agile is traditionally seen as just a way to do things faster and better, but often not as a method to reduce cost and increase revenue. We will show you how Agile has contributed significantly to these two key business drivers.

Lessons Learned from Your Experience:
  • Why choose Agile and what are the options
  • How to strategically position Agile at C-suite and board level
  • How to start a large Agile organisational transformation
  • What to do and not to do on the journey of transformation
  • What are the key change resistance tactics you will see and how to best handle them
  • How do you change the organisation structure and leadership culture of a existing organisation
  • How do you turn the ship, how do you make elephants move like a pod of dolphins, where do you start and what are the steps to take.
  • How do you train and coach thousands of people to a new way of working
  • How do you measure success of such transformation
  • How do you mange such a large organisational transformation


Speakers

Tuesday August 8, 2017 3:45pm - 4:15pm
Wekiwa 1&2

3:45pm

Avoiding the Pitfalls of Capitalizing Software in an Agile World (Paul Argiry)

Abstract:
With the increased speed that CIOs and CTOs are moving their teams into agile environments, their financial brethren are running to catch up. Having been grounded in the days of waterfall methodologies, the financial side of the house is dealing with great uncertainty on how to account for software development costs. Questions include: Are all development costs now expensed because of the continual planning, developing and pivoting of software projects that occurs within agile? If development costs can be capitalized, what is the appropriate way to track these costs – through hours or something new altogether like story points?
We will explore how the historic accounting guidance that was developed specifically through the lens of waterfall methodologies remains applicable within agile methodologies. We will look at the alternative ways to amortize these capitalized development costs and evaluate the pros and cons of doing so. In addition to the financial reporting aspects of this presentation, we will also explore the benefits gained by moving from project-based funding to overall product–based funding and what key requirements must be in place to have that successful.
The goal of this presentation is to increase awareness among the audience that while making the decision to become agile is a business decision, this decision cannot be done in isolation. The business will eventually need the approval by their finance colleagues and if these financially grounded colleagues are not educated on the financial and accounting implications of moving to agile methodologies they may block such a move based on their misunderstandings alone. Getting everyone on the same page is a key success factor when moving to agile.

Learning Outcomes:
  • Understand how cloud computing is impacting businesses and why agility is an important factor in that transformation.
  • Gain an appreciation that Finance colleagues must be included in decisions that involve changing from waterfall to agile environments and what requirements are needed to maintaining capitalization of software development costs, both for internal use or technology/software companies.
  • Learn the pros and cons of tracking costs using time tracking systems or story points.
  • Obtain an overview of the amortization of capitalized software costs within agile environments.
  • Understand the benefits of moving from individual funded projects to product based funding.

Attachments:

Speakers
avatar for Paul Argiry

Paul Argiry

CFO, LeadingAgile
I recently joined LeadingAgile in April 2016 as their CFO. Being new to Agile, I am interested in learning more about this space and some of the key differentiators for a successful transformation. Prior to joining LeadingAgile, I was the Vice President and Treasurer of Red Hat so I am familiar with infrastructure software but the development piece is new.


Tuesday August 8, 2017 3:45pm - 5:00pm
Wekiwa 7&8

3:45pm

The SDLC - Changing the World of Work to Create Business Agility (Matt Anderson, Stephen Denning)

Abstract:
In the VUCA world, only those businesses that can truly act with agility will be able to capitalize on new opportunities at the speeds and in the delivery models that the consumer demands. Regardless of the business vertical, agility is key. "Business Agility" itself is extremely elusive as consumers' demands regularly outpace a business' ability to deliver.
While a great Software Development Life Cycle helps enable agility, it will not get you business agility. The Steve Denning Learning Consortium on the other hand, is a community of several companies practicing agile across their organizations that have joined together to share best practices and drive learning at scale to create business agility models to share back to the agile community.
Microsoft, Spotify, Cerner, Ericsson, Barclays Bank, CH Robinson, and Riot Games have all presented their individual stories at Agile conferences globally. They have now joined forces to learn from each other under the leadership of Forbes contributor and author Steve Denning. Through a series of site visits, deep dive focus topics and free form discussions over the past 2+ years, the SDLC has uncovered several patterns that can help you on your journey to business agility and hold the promise to change the world of work.
The patterns are not unique to IT and are being successfully applied in HR, Support, Business Development and other business departments.
Key patterns include:
  • Nurturing Culture
  • Delighting Customers
  • Descaling Work
  • Enterprise-wide Agility
Join Steve Denning, Matt Anderson (Cerner), and Ahmed Sidky (Riot Games) to discuss how you can enable business agility in your organization.

Learning Outcomes:
  • Participants will learn how to adopt and scale various business agility practices that the SDLC members have identified as common practices. This includes organization-wide agility spanning beyond IT in areas like HR, Support, and Business Development.
  • Four main topics/patterns were presented at The Drucker Forum as part of the official findings, but the discussion will allow for audience questions to address their specific concerns/challenges.

Attachments:


Tuesday August 8, 2017 3:45pm - 5:00pm
F1

3:45pm

Agile Transformations Explained (Mike Cottmeyer)

Abstract:
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost t’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to it's customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.

Learning Outcomes:
  • N/A


Speakers

Tuesday August 8, 2017 3:45pm - 5:00pm
Wekiwa 3&4

3:45pm

Mindful Agile: Listen like Buddha, build leaders like a 'BOSS' (Todd Wilson, John Nicol)

Abstract:
The measure of a successful leader is not in the number of followers they have, rather it's how many leaders they have been able to develop. We know from Sir Richard Branson, Eileen Fisher and other inspirational leaders that their success is partially attributed to their capacity for mindful listening. Through observation over the past 20 years we know that our ability to transform a company is directly correlated to our ability to harness transparency and openness. To do this we need to develop great listening skills throughout the organization. This workshop has been designed to awaken your sense of listening with concrete patterns and practices. We cut through the phenomena of listening and teach you how to observe it in real-time. We will show you how to enter into a state of flow thereby slowing down the conversation with your own mind. When mastered you develop a true superpower.

Learning Outcomes:
  • Demonstrate your ability to identify and practice 4 levels of listening: Downloading, Factual, Empathic, Generative. We will also demonstrate patterns that you can continue to use at work or in life to grow your capacity to listen.

Attachments:


Tuesday August 8, 2017 3:45pm - 5:00pm
H3

3:45pm

Double Aces: Positive Psychology Research that Solves Problems and Boosts Team Performance (Pete Oliver-Krueger)

Abstract:
Have you ever been stuck in an argument without end? Do you wish you could say no to your boss? Want to avoid a fight with your significant other, family member, or friend? Do you live in America (or Europe or anywhere on Earth) and don't understand why the “other side” doesn't see the world the way you do?
Often the way you present your ideas has more impact on success than the actual merit of your ideas. This session is ideal for managers and coaches, but also equally accessible to anyone who's ever been in an argument, at work or at home. This session is about how to have difficult conversations that are productive rather than destructive.
You will learn how to structure your important conversations for success. We will also cover how to work with someone when you don't agree. And for your Agile projects, we'll show how to use these techniques to lead Requirements Planning sessions and facilitate effective Sprint Retrospectives.

Learning Outcomes:
  • How to structure conversations for success.
  • Understand others and be understood, even if you don't agree
  • Sort project requirements into logical, actionable project plans
  • Learn how the order in which you talk can completely change any conversation.

Attachments:


Tuesday August 8, 2017 3:45pm - 5:00pm
I2

3:45pm

Introduction to Assumptions Mapping (David Bland)

Abstract:
Lean Startup is bridging the gap between Design Thinking and Agile. While teams are embracing experimentation, it is important that your teams don't waste all of their time running experiments on unimportant and known aspects of your product. Assumptions Mapping is an exercise that gives you the power to facilitate a conversation with your team and enable them to focus on what matters. If you find yourself in an organization trying to adapt to conditions of extreme uncertainty, this workshop gives you actionable tools and advice that you can take back to your teams and apply right away.

Learning Outcomes:
  • How to use Assumptions Mapping to illustrate risk & focus your experimentation
  • How Lean Startup is bridging the gap between Design Thinking and Agile
  • What leadership and facilitation styles you'll need for Lean Startup and Design Thinking to thrive in your organization


Speakers

Tuesday August 8, 2017 3:45pm - 5:00pm
I1

3:45pm

Abuser Stories: Think Like the Bad Guy and Pull Security Forward (Judy Neher)

Abstract:
User stories are a generally accepted scrum and extreme programming practice that helps us capture user valued wants, needs and desires. All too often, we spend so much time worrying about those new features, that we put off thinking about the security of our system. Introducing Abuser Stories: abuser stories help us to see our system from the perspective of an attacker, allowing us to see where potential vulnerabilities have been introduced into our system.

Learning Outcomes:
  • How seemingly benign functional user stories can create vulnerabilities in our software, leaving lots of opportunity for our enemies to take advantage of our weaknesses.
  • How to use the concept of abuser stories to shed some light on where these vulnerabilities can be introduced.
  • How to craft a good abuser story.
  • How to craft refutation criteria so that we can determine that the attack depicted by the abuser story is not possible.
  • How to estimate and rank abuser stories.


Speakers
avatar for Judy Neher

Judy Neher

President/CEO, Celerity Technical Services, Inc.
Passionate about building highly collaborative, high performing teams.


Tuesday August 8, 2017 3:45pm - 5:00pm
F2

3:45pm

Not Technical? Not a Problem! Introducing Engineering Practices Without Being Hands-On (Allison Pollard, Pradeepa Narayanaswamy)

Abstract:
How do you coach teams in software craftsmanship practices when you are "Not Technical"? We assume our teams are addressing and improving their technical practices on an ongoing basis... and we all know what happens with assumptions!!! If the teams are not paying attention to their technical practices, the codebase is going to be a mess so big and so deep and so tall, you can not clean it up. Life will be BAD! How do you keep an agile team from losing productivity and not hyper-productively making a mess? Teams may not know where to get started adopting practices, but what can you do about it when you're "Not Technical"??
In this workshop, Allison and Pradeepa will create a knowledge sharing and learning environment where attendees will play a series of games to have an increased awareness of technical practices. Attendees will have a deeper understanding of technical practices and feel more comfortable introducing them in their organizations. Allison and Pradeepa will also introduce a bunch of tips and techniques for leveraging the technical expertise inside or outside the organization.
This session will help non-technical Scrum Masters, Agile Coaches, and other leaders feel more confident introducing technical practices to their teams and leadership. Attendees will take away strategies to support their organization in enhancing their technical practices.

Learning Outcomes:
  • Identify technical practices that support software development.
  • Introduce or leverage technical expertise inside or outside the organization.
  • Play a bunch of games to understand some technical practices.
  • Take these games and apply them in their organization.
  • Increase awareness and ability to participate and be around some technical discussions.


Speakers
avatar for Pradeepa Narayanaswamy

Pradeepa Narayanaswamy

Agile and Life Coach, Possibilities- Lives Transformed LLC
As an Agile Coach, Trainer and Consultant, Pradeepa Narayanaswamy is a self-proclaimed “Agile Passionista” who strongly believes in the agile principles used in transforming organizations to build superior quality products. In her current role, Pradeepa works as an Trainer, Agile coach and mentor to several software development teams and help them succeed with building high quality products. She is also working with several leadership teams... Read More →


Tuesday August 8, 2017 3:45pm - 5:00pm
Wekiwa 9&10

3:45pm

DevOps the mass extinction of manual processes (Bill Roberts, James La Spada)

Abstract:
This is the story of how Capital One used DevOps Culture and Kanban Principles to significantly increase the speed of feature delivery, while lowering risk. Large organizations can be filled with manual processes, and many people feel there is nothing they can do about them. Our team took the name “Meteor” inspired by the one that took out the dinosaurs, because we wanted to cause the mass extinction of these manual processes.
In this presentation, we will discuss the ‘old’ manual way that work was completed at Capital One and the inefficiencies that we saw as a result. We will discuss the transformation to the DevOps culture that we helped to push. With the elimination of component teams and proper application of Kanban principles, we have taught teams how to manage their own adoption of DevOps in an effort to move the organization to full continuous integration and continuous delivery.

Learning Outcomes:
  • Define "self-service DevOps culture" and show methods for implementing within large organizations.
  • Illustrate the core principles needed to coach development teams to embrace DevOps.
  • Create an effective pipeline to deliver features into production multiple times a day with zero downtime.
  • Use effective branching strategy for CICD.
  • Show the benefits of using component testing with Github Pull Request checks for code quality.
  • Understand how to use kanban methodologies to manage both the flow of work and team dependencies.
  • Understand the benefits of feature teams vs. component teams.



Tuesday August 8, 2017 3:45pm - 5:00pm
F4

3:45pm

Scaling Such Great Heights: Salesforce's 11 Year Agile Story (Tamsen Mitchell)

Abstract:
A Catastrophic Fail?... YES!

Was it Humiliating?... Very

Did we FAIL?....Hell Yeah!!...
...But NOW, Salesforce has one of the most well-known Agile transformation stories. Customers are constantly asking for the recipe to our secret sauce. How did we scale to over 400 teams and 45 business units, across a global Technology and Products organization? "We want THAT!"
I'll speak candidly about what went wrong, what went right, and key things we consider critical to making it work. (HINT: It came with a lot of inspection and adaption.)
This workshop will provide insights into our process, the keys to creating and maintaining our Agile organization, and the culture that is the foundation of our agility.
We'll shine a light on the parts of our process that have been influenced by the flavors of SAFe, Scrum@Scale and LeSS. Then, we'll talk about what we've been doing in the past few years, around systems thinking, organizational development, spiral dynamics and integral agile theory. Lastly, I'll share our aspirations for where we want to take our scaled agile practice and how our coaching team supports our company's goals.
One size does not fit all. A best practice implies there is 1 way, and it doesn't get better. Unless you are Spotify, you can't match what Spotify has done. Each company must find their own way, but you can learn from the journeys of others.

Learning Outcomes:
  • Steal the recipe for our secret sauce
  • Explain failures and successes of frameworks based on our experience
  • Understand the current models we use in our scaled model
  • Learn the 4 main things we find critical in our scaling story

Attachments:

Speakers
avatar for Tamsen Mitchell

Tamsen Mitchell

Agile Coach, Salesforce
Tamsen was worked at a bunch of companies for a number of years - but that's a BLAH speaker profile. | | More importantly, she has fun doing it. With a background in architecture, followed by video games and then Pixar. She's always been around strong creative, storytelling based environments where thinking outside the box was nurtured. | She's passionate about continuous improvement, and how to facilitate that curiosity in others. She... Read More →


Tuesday August 8, 2017 3:45pm - 5:00pm
H2

3:45pm

Leading From Within an Agile Team (Selena Delesie)

Abstract:
The deeper roots that enable Agile organizations to flourish has been lost by many. Teams that struggle do so for many reasons… leaving people frustrated, complacent, and content to exist in mediocrity. There's a little secret, one that propels teams, and entire organizations, to be really successful. It’s a matter of leadership. Not just executives, managers, or those with leader titles get to lead - everyone does!
In this interactive workshop, we explore the value and purpose of specific agile practices. Next we investigate specific leadership behaviours that make a big impact in any team, by any team member. We then examine what these behaviours look like within the agile practices to understand how to lead from within a team. Participants leave with practical insights and actions to instantly improve their team and performance.
The truth is that full benefits of Agile emerge when every person embraces their personal leadership. By embracing our inner leader, we are able to engage our team, improve value and quality delivery, and gain the competitive edge Agile methods intended.

Learning Outcomes:
  • The new paradigm of individual and team leadership
  • How specific Agile practices are failing and why
  • Specific approaches to take practices from lacklustre to purposeful
  • What leadership behaviours look like for different Agile practices
  • How to lead from within an Agile team to improve team satisfaction, success, and gain a competitive edge


Speakers
avatar for Selena Delesie

Selena Delesie

Leadership Coach & Speaker, Delesie Solutions Inc.
Selena is an international leadership and transformation coach, keynote speaker, and trainer. She is a trusted guide for technology leaders who seek to improve quality, value, and speed of delivery. Selena is the founder of Lead With Love Global and offers a variety of transformational leadership programs including a virtual leadership conference and her signature 2-month Love2Lead program. Her clients rave about her ability to help leaders break... Read More →


Tuesday August 8, 2017 3:45pm - 5:00pm
I3

3:45pm

Organizational Neurobiology and Fitness (Olaf Lewitz, Christine Neidhardt)

Abstract:
Come and join us: we will explore new ideas with holistic learning methods to inspire organizational learning with recent findings from neurobiological research.
When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!

Learning Outcomes:
  • Practice Awareness Maps: a group learning method that highlights diversity, stimulates insights and is broadly applicable at work
  • Determine ways to apply Dan Siegel’s integration model to inspire learning in your organization
  • Increase your awareness around similarities between organizational approaches and the organizing principles of organisms
  • Share your inspirations of new ideas and tools you can take back into your organization

Attachments:

Speakers
avatar for Olaf Lewitz

Olaf Lewitz

Trust Artist, trustartist.com
Witch, Nomad, Pioneer.Trust Artist. Connecting with people to enable them to increase trust, in themselves and others.Will stay when needed and leave when wanted.Loving and challenging.Using Scrum, Kanban, CoreProtocols, NVC, agile or better.


Tuesday August 8, 2017 3:45pm - 5:00pm
H4

3:45pm

Delivering Compelling Products through Progressive Portfolio Refinement (Jorgen Hesselberg)

Abstract:
At Intel, we are faced with some hairy challenges: how do we create a clear line of sight from the highest levels of strategic vision to a concrete expression of a feature? How do we effectively prioritize work across the portfolio so we can allocate resources appropriately? And how do we make the voice of the customer come alive in the backlog to deliver more compelling products?
Our approach has been to progressively refine strategic value through a set of interactive, light-weight workshops translating executive intent into concrete work. By including a cross-functional set of executives at the start, defining an economic framework, identifying the job to be done and facilitating more conversations and interactions at different levels of the organization, we've been able to spend less time on non-value added activities and more time on product development. Along the way, we were able to reduce organizational WIP, understand what's really important to our business and ultimately create a more engaged organization.
This talk takes you through a step-by-step overview of how we got to where we are now. We'll illustrate the problems we were faced with, show how progressive refinement across our portfolio helped us solve them and demonstrate the benefits we gained as a result. We'll also be transparent about our challenges and show you some of the efforts that didn't work.
At the end of this talk, you'll be familiar with a set of tools and practices that will help your organization align strategy with execution. You'll do more of the things that matter and less of the things that don't. Albeit not a silver bullet, an intentional approach to progressive portfolio refinement supports business agility across the enterprise.

Learning Outcomes:
  • - Learn how a Fortune 500 company created end-to-end visibility of value delivery, from concept-to-cash
  • - Understand how we defined an economic framework from which to make trade-offs
  • - Recognizing that involvement and collaboration from all groups is necessary to create end value, including Sales, Marketing, Operations, Finance and Support
  • - See how we created frequent feedback loops to generate inspect & adapt opportunities
  • - Be relentless regarding removing waste so we can spend less time on non-value added activities, more time on product development

Attachments:

Speakers
avatar for Jorgen Hesselberg

Jorgen Hesselberg

Director - Agile Enterprise Transformation, Intel


Tuesday August 8, 2017 3:45pm - 5:00pm
I4

3:45pm

One Metric to Rule Them All: Effectively Measure Your Teams Without Subjugating Them (Cheryl Hammond)

Abstract:
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance.
With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important.
Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.

Learning Outcomes:
  • Difference between true and proxy metrics
  • Characteristics of good metrics
  • Examples of common bad metrics and why you should stop using them
  • Great metrics, including counterintuitive ones, that correlate to the performance you want to influence
  • Some examples of measurements where qualitative, not quantitative, works best


Speakers
avatar for Cheryl Hammond

Cheryl Hammond

CTO, Peak Medical Technologies
Cheryl Hammond, a.k.a. bsktcase, has a couple decades' experience as a software developer in the private and public sectors. She led her team's successful adoption of Scrum-ban for a mission-critical regulatory compliance project under multi-agency state and federal government oversight, and mentored former COBOL devs into true-believing unit-testing XP evangelists, all of which leads her to believe that anything is possible. She is not sorry for... Read More →


Tuesday August 8, 2017 3:45pm - 5:00pm
H1

3:45pm

Stalwarts - Lyssa Adkins (Lyssa Adkins)

Abstract:
Lyssa Adkins is a passionate player in the Agile Coaching profession. She develops Agile Coaches to be the skilled and visionary change leaders that their organizations need, and that Agile calls for. In 2010, she co-founded the Agile Coaching Institute to answer that call. Since then, ACI has up-leveled the skills of close to 6,000 Agile Coaches and strategized with their organizations to develop Agile Coaching as a core capability for Agile transformation. She is the author of Coaching Agile Teams, which is still a top-10 Agile book seven years after publication. When you meet, she is likely to truly listen to you.
Lyssa likes to explore agile coaching, agile transformation, adult human development, human systems dynamics, societal change, organizational change, the benefits and costs of being human in the workplace, facilitating intense conflict, the role of nature, and books of all sorts. She tends toward a balance of the provocative and the practical, and likes to make sure she really understands someone's question before answering.

Learning Outcomes:
  • N/A


Speakers
avatar for Lyssa Adkins

Lyssa Adkins

Coach of Agile Coaches, Agile Coaching Institute
I came to Agile as a project leader with over 15 years project management expertise. Even with all that experience, nothing prepared me for the power and simplicity of Agile done well.My Agile experience, along with my professional coaching and training abilities, gives me the perspective needed to guide teams and Agile leaders to harness Agile as the competitive advantage weapon it was meant to be. I know the transformation path is rocky. As a... Read More →


Tuesday August 8, 2017 3:45pm - 5:00pm
Wekiwa 5

3:45pm

Writing better BDD scenarios (Seb Rose, Gaspar Nagy)

Abstract:
Behaviour Driven Development is an agile development technique that improves collaboration between technical and non-­technical members of the team, by exploring the problem using examples. These examples then get turned into executable specifications, often called ‘scenarios’. The scenarios should be easy to read by all team members, but writing them expressively is harder than it looks!
In this 75 minute workshop you will learn how to write expressive BDD scenarios. We’ll start by giving you a very brief introduction to BDD/ATDD. You’ll then be introduced to different writing styles by reviewing pre­prepared scenarios. Finally, you’ll get a chance to write your own scenarios based on examples that we’ll bring along.
We’ll be using Gherkin, the syntax used by Cucumber and SpecFlow ­ but you won’t need a computer. And, you'll leave with a checklist of tips that you can use the next time you sit down to write a scenario.

Learning Outcomes:
  • - Identify common Gherkin pitfalls
  • - Write compact, readable living documentation
  • - Enumerate 5 tips/hints for writing good scenarios
  • - Explain the difference between essential and incidental details
  • - Describe how precise, concrete examples illustrate concise, abstract rules/requirements/acceptance criteria
  • - Use the Test Automation Pyramid and Iceberg to convince colleagues to mention the UI less in scenarios



Tuesday August 8, 2017 3:45pm - 5:00pm
F3

3:45pm

Agile UX with Lego (Samantha Laing, Angie Doyle)

Abstract:
Are you struggling to integrate User Experience techniques with your agile teams? Are any of these patterns familiar?
The UX team works one sprint ahead of the development team.
UX designers spend lots of energy on high fidelity mock-ups which the developers then ignore.
You produce working software each sprint, but recruiting users is time consuming so you only test with users before you release.
There is no time to incorporate changes from user feedback into the sprints before release.
The UX designers and the developers seem to speak a different language.
Developers get annoyed because the UX design work great on iOS, but clashes with Android standards.
If so join us for a fun interactive session where we use Lego to explore how you can overcome challenges like this in your own environment. You’ll work as a team doing both UX design, and development (with Lego), and see how and why these patterns happen, as well as what you can do about them.
This workshop is ideal for people from both the UX world, struggling to understand how to work with developers, and for developers struggling to understand what UX designers are trying to achieve.

Learning Outcomes:
  • Understand the difference between traditional UX, agile UX and lean UX.
  • Recognize some of the common patterns that occur when teams integrate agile and UX
  • Experience why UX designers and developers often end up in these patterns
  • Learn how your entire team can be involved in UX
  • Learn simple techniques that will immediately improve the way you handle user feedback
  • Know the importance of UX and development skills being in the same cross functional team


Speakers
avatar for Samantha Laing

Samantha Laing

Agile Coach, Growing Agile
I am an Agile Coach in sunny South Africa. | Recently I have co-authored a book: Growing Agile: A Coach's guide to training scrum - check it out here: | https://leanpub.com/TrainingScrum | | Please go to our website for more info: www.growingagile.co.za


Tuesday August 8, 2017 3:45pm - 5:00pm
Wekiwa 6

4:30pm

Elevate your Changemaking with LEAN + Design for Social Impact (April Jefferson, Brielle Maxwell)

Abstract:
Social change is complex and it's often overwhelming to determine how to make a measurable impact. Change makers know the ins and outs of feeling inspired only to lead to failure and burnout. Many activists and nonprofit projects take a waterfall approach or do the big design process up front. Imagine co-creating change differently.
Explore with us how lean-agile empowered design thinking, influenced social impact within Detroit. Discover how you can apply our learnings for your social impact projects. Be prepared to walk away empowered to act on your ideas to impact social good using your professional knowledge around agile, lean, and UX.

Lessons Learned from Your Experience:
  • How lean, agile, and UX goes beyond software development and can be leveraged for social issues.
  • How partnering around an idea can rally people to join you in creating an impact.
  • How using empathy and identifying a root cause can create a vision for people to unify around.
  • How collaboration cultivates a path forward with people despite their initial position.
  • How positive coaching is pivotal for engagement and successfully navigating ideas of those impacted.


Speakers
AJ

April Jefferson

Organizational Change Coach, April Jefferson Corp


Tuesday August 8, 2017 4:30pm - 5:00pm
Wekiwa 1&2
 
Wednesday, August 9
 

10:45am

Leading an Agile Team in a Hierarchical Asian culture with Happiness (Alexandre Cuva)

Abstract:
Imagine that you have the mission to open a company in a country whose culture promotes hierarchical respect. Within the family, in school, and through university you are consistently taught from infancy to respect your elders, and never to argue with them.
Ladies and Gentlemen, Welcome to Asia!!! Two years ago, I started upon this adventure to realize my dream, creating a company whose purpose is to promote: flat organizational, emergent leadership, learning motivated, Agile and Lean practices, learning from failure
When we sold our concepts here at the local Universities, the first reactions were surprise and curiosity, with management of other companies telling us it could never be done. We were told that, in Vietnam, strict control was required to make people work and accomplish anything.
This story is that of an Agile offshore setup, created by an Agile Coach. It is a story of fast growth, and near-death, only to come back stronger than before. Our employees have created a high level working culture that helps us not only to survive the hard times but uses the lessons learned to advance even further.

Lessons Learned from Your Experience:
  • * Our experience in an offshore environment
  • * The tool that proved to create an awesome innovative culture
  • * How we disrupted the Hierarchical culture
  • * Our experience in Agile/Lean team in a Hierarchical culture


Speakers

Wednesday August 9, 2017 10:45am - 11:15am
Wekiwa 1&2

10:45am

Agile in Context: The Cynefin Framework, the Three-Circle Model, and the Future of Agile (Erik Simmons, Daniel Walsh)

Abstract:
A primary reason for the success of Agile methods, practices, and principles is because they are effective heuristics. But Agile is not a complete set of heuristics for all situations. We need to understand why and where Agile methods and practices work - and where they don’t - in order to adopt, tailor, use, and improve them.
Agile heuristics are especially important and useful for complex environments, where practitioners must work continuously to understand their context, and then respond quickly and flexibly to meet rapidly-changing needs.
The future we envision is one where practitioners understand not only how, but also why Agile methods and practices work across different contexts. Understanding Agile in context increases the chances for successful adoptions and highlight areas where new methods need to be developed or exapted from other disciplines. Treating Agile as a set of heuristics will also reduce recipe-based, dogmatic approaches that are fairly pervasive in the community at large today.
Cynefin is a sensemaking framework that helps people understand their context or situation in order to take appropriate action. The Cynefin framework can be used to select Agile heuristics appropriate for the environment (e.g. use Scrum here, and Kanban there) rather than defaulting to a single, recipe-based approach for all situations.
The Three-Circle Model combines three fundamental perspectives (Business, Usage, and Technology) in a way that permits teams to create balanced products, services, and solutions. The Three-Circle Model is an effective guide to identify and select heuristics, and is especially useful to see where Agile heuristics must be supplemented with other heuristics from other domains.

Learning Outcomes:
  • Learn what heuristics are and why they work
  • Learn what the Cynefin Framework and the Three-Circle Model are, and how they can be used to identify and select heuristics to complement Agile
  • Know where to find additional information for continued learning

Attachments:


Wednesday August 9, 2017 10:45am - 11:15am
Wekiwa 3&4

10:45am

Faster Food and a Better Place to Sleep: Applying Agile Outside Software (Mike Cottmeyer)

Abstract:
Agile methods aren’t just for software anymore. Actually they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative and incremental approaches to do their work is rather breath-taking. Agile is truly going mainstream. The question at hand is can we apply team-based agile straight out of the box in a non-software context? Can we take our scaled agile approaches and apply them without modification? My experience is that most of the principles and patterns apply, sometimes the practices and frameworks need modification for a particular context.
This talk is going to explore two case studies… one with an international hotel chain going through a major rebranding initiative and another, a well-known fast food restaurant looking to optimize their kitchen production capacity. Two totally different companies, two totally different industries, both trying to use agile to solve their problems. We’ll look at the challenges each faced, what they had in common, and the patterns, tools, and techniques they are using to solve them. We’ll extract some common themes and test them for general applicability to other non-software domains. The talk will close with what might be a new way of applying agile outside of a software context.

Learning Outcomes:
  • What aspects of common agile methodologies work in non-software project domains
  • How to apply mainstream techniques in situationally specific ways
  • What patterns seem to generally work outside of software and how to apply them


Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
I1

10:45am

The Power of Play - Coaching Teams to Play at Work (Laura Powers)

Abstract:
Does a group play because they are a team? Or are they a team because they play?  
Where does the idea of “play” fit into coaching teams? It is just a stress reliever, distraction or reward? Recent research indicates that play is not a by-product of a great team. It is actually a critical catalyst. Play supports higher and more stable team performance, better problem- solving, stronger decision-making, increased resiliency in the face of failure, and greater flexibility when things inevitably change. In other words – play is a natural antidote for the challenges of the modern agile world. As coaches – we can coach our teams towards higher performance by creating opportunities for both serious and silly play.
In this fast-paced playshop, we will explore the world of play by playing! Based on the National Bestseller “Play” by Stuart Brown, M.D. – this session examines the recent research on the benefits of play and the alignment of modern business play with coaching Agile teams. Participants will play a game to discover their own "play personality" amongst the eight “play personalities” proposed by Dr. Brown, and we'll explore practical applications as coaches to leverage the play personalities on teams to achieve better business outcomes along with more fun!

Learning Outcomes:
  • Explain what play is and isn't
  • List at least 3 research-based benefits for the power of play at work
  • List 5 different types of business play with examples
  • Describe the 8 different play personalities or play styles
  • Identify your own top two personal play personalities
  • Describe how Agile coaches can use their understanding of play personalities to introduce productive play to their Agile teams
  • Identify at least one action to take with their Agile teams back at work


Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
I3

10:45am

How to Reboot Your Agile Team! (Maurizio Mancini, Martin Lapointe)

Abstract:
Why do so many organizations struggle to put in place mature Agile teams that can apply proper Agile principles and deliver awesome products? Some people will say, “Agile is hard” as an excuse to not do Agile or to become frAgile. Well we think we have developed a method to reboot any Agile team that just doesn’t seem to be maturing and we want to share it with you!
If you are thinking of scaling Agile across a large organization, then this talk is a must to attend to help ensure your teams have the right foundation. Organizations wanting to scale Agile must have a solid foundation of mature Agile teams who embrace the Agile values and have the right Agile mindset.
Over the years, as we have done Agile transformations in different organizations, we have seen common patterns that keep repeating. The most common pattern we found in our experience is that teams are frAgile. Too many either pretend to be Agile or don’t even know Agile is not a methodology, so organizations question the value of using Agile. Very often the confusion and frustration that comes with thinking that a team is Agile when they are not Agile, brings people right back to their old habits of command and control. Creating successful mature Agile teams is not magic, you just need to discover the right recipe!
In this talk, we will reveal our secrets on how to reboot any struggling Agile/Scrum team in 5 sprints. Attendees will learn how we applied our special ingredients as we experimented with more than 30 teams over a number of years and we refined the know-how. This recipe has proven to be successful in different organizations and teams delivering different types of products. Our Creative-Destruction approach goes through a human change process we labeled The M&M Transformation Plan.
Once you have the foundation in place, then the 5 sprints to reboot the team are:
Sprint 1: Run in the rain
Sprint 2: Thunderstruck
Sprint 3: Start the M&M pain machine
Sprint 4: Open-up and look at the sun
Sprint 5: Removing the training wheels
And by using these 5 sprints, attendees will discover the 5th Agile value!
We bring all of the ideas together in a functional canvas that any practitioner or manager can use.

Learning Outcomes:
  • How to lay the foundation of an Agile Reboot to ensure success of the Reboot.
  • How to take an existing team and have them conduct an assessment of how they are doing.
  • As an Agile coach, how do you build trust with the team you are intervening in.
  • Determining and providing the right amount of training so that everyone is on the same page.
  • How to apply the Creative-Destruction paradigm.
  • How to reboot the team and introduce fun and cadence.
  • How to let the team take ownership and succeed.
  • A Review of the M&M Transformation Canvas so that each attendee can assess if their team needs a reboot.



Wednesday August 9, 2017 10:45am - 12:00pm
Wekiwa 6

10:45am

The Big Agile Draw: Getting People to the Whiteboard (Gary Greenwood, Mark Lotter)

Abstract:
The Big Agile Draw: Getting people to the whiteboard
Have you ever sat in a grooming meeting covering complex story relationships without really understanding how the pieces fit together? Did someone ever scratch out a drawing that made it all become clear, in a way that words alone could not capture? I’ve been in those meetings and was struck by how much a simple drawing can help. That led us to the exploration of whiteboarding and how we can all use it to improve collaboration on agile teams.
Drawings and sketches work because they make the abstract more accessible and bring form to ideas. “But, wait!” you say, “I’m not a designer! I can’t draw!” Fear not. There is no secret whiteboarding club. The drawing is not about you and your drawing prowess or lack thereof. It’s about having better conversations and communication because people can see – not just hear – what you’re talking about.
A Design Thinking evangelist and a Seasoned Agile Coach pair up to shed light on Why Drawing Works while giving participants an array of tools that lead to better conversations. Participants will team up to transform simple shapes into meaningful icons that combine to tell a story from a users perspective. Progressive elaboration of these user stories will add increasingly complicated layers to the diagram, but fear not as the complexity will be demystified as drawing techniques will be provided 'just in time.' The workshop will result in a visual user story that is split and participants that have tools and techniques to improve collaboration and communication on their teams.

Learning Outcomes:
  • How drawing lends itself to having better conversations and richer communication
  • How to transform simple shapes into meaningful icons
  • How to visually represent user stories with diagrams
  • How to use visual records to reduce friction and represent different perspectives

Attachments:


Wednesday August 9, 2017 10:45am - 12:00pm
I2

10:45am

Design Patterns Thinking and Architecture at Scale (Al Shalloway)

Abstract:
Conway's law suggests that "organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations." The reverse of this is also true - once a design is in place, it will be a drag on attempts to change the communication structures of the organization. The question is how do we break this chicken and egg situation and enable change to designs that already exist. The answer is to think about architecture in a new way – one that can be inspired from the true nature of design patterns.
In the Agile space our architectures are not intended to encompass all possible changes – that would be a gross over-design. Instead, they are intended to evolve and accommodate change as new requirements are discovered. When viewed from the Agile perspective we can see that design patterns and architecture are related in that both are about accommodating change over time.
This talk presents design patterns as a way of thinking about the problems to be solved. Design patterns are intended to enable us to encapsulate variation in a system (be it an algorithm, an object structure, the order of execution, …). In the Agile world, this variation often occurs over time as we learn new information about what we are required to do. This enables us to design code that can evolve. Patterns should be viewed as a thought process that enables emergent design as well as emergent architectures.
The talk concludes with an analysis method that facilitates the discovery of these abstractions. This reveals the full solution – design to accommodate change by discovering and attending to the abstractions in your problem. The thought process of patterns is used to illustrate how this can be done at all levels.

Learning Outcomes:
  • Understand that patterns are not mere "solutions to recurring problems in a contetxt" but are the basis for a new type of thinking in design
  • Understand the forces in the problem you are trying to solve
  • Reduce the complexity of these forces by making a distinction between the issue and potential implementations
  • Create a simplified model of the issues to be managed in the application – in particular those issues that tend to vary
  • Learn how to identify the concepts in your problem domain and how to create proper abstractions for them
  • Understand that Agile architecture at scale is about managing change, not trying to define a framework that will accommodate it.

Attachments:

Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
I4

10:45am

Software Development Waste (Results from Evidence-Based Research) (Todd Sedano)

Abstract:
This research redefines our understanding of software development waste. This presentation reveals the first evidence-based software development waste taxonomy.
Software development projects manifest nine types of waste: building the wrong feature or product, mismanaging the backlog, rework, unnecessarily complex solutions, extraneous cognitive load, psychological distress, waiting/multitasking, knowledge loss, and ineffective communication.
While Lean Software Development has a waste taxonomy, Lean Sofware Development mapped manufacturing wastes to software development.
Developing software is fundamentally different than assembly line work.
The Pivotal culture of removing waste does align nicely with many of the goals of Lean Software Development.
Since software development is a complex socio-technical activity that involves coordinating different disciplines and skill sets, it provides ample opportunities for waste to emerge. Waste is any activity that produces no value for the customer or user.
I conducted a two-year five-month participant-observation study of eight software development projects at Pivotal, a software development consultancy. I interviewed 33 software engineers, interaction designers, and product managers, and analyzed one year of retrospection topics.

Learning Outcomes:
  • Participants will learn how software development wastes are unique from those in the Toyota Production System
  • Participants will be able to discover hidden wastes in their software process.
  • Participants will be emboldened to discuss wastes in their next team retro.
  • Participants will learn how evidence-based research can be applied to agile software development projects.


Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
Wekiwa 7&8

10:45am

Time Theft - How Hidden & Unplanned Work Commit the Perfect Crime (Dominica DeGrandis)

Abstract:
Invisible work competes with known work. Invisible work blindsides people, leaving teams unaware of mutually critical information. Married to this problem, is the question, how does one plan for, or allocate capacity for the invisible? It’s tough to analyze something you can’t see. Incognito work doesn’t show up well in metrics. Hidden work steals time away from important priorities. Hidden work also masks dependencies across siloed teams and increases total department work-in-progress, which lengthens cycle time.
The State of DevOps 2016 report considers the amount of unplanned work a measure of quality. Data shows that high performers spend 11% more time working on planned work vs. unplanned work -- because the more unplanned work, the less time exists to create and deliver value work. Bringing visibility to and measuring unplanned work is a necessary capability for any organization serious about implementing DevOps in order to reduce risk and improve performance.
Risk accumulates from work delivered late and started late. One solution is to expose the hidden work thieves that steal your time away from planned work. This talk exposes five thieves of time that prevent teams from delivering value quick, and provides actionable steps for how to see and how to measure unplanned work.

Learning Outcomes:
  • How to make unplanned work, dependencies, conflicting priorities and neglected work visible.
  • How to measure and report on planned work vs. unplanned work
  • How to collect and present important metrics that CIO's care about - How to reduce risk and increase predictability


Speakers
avatar for Dominica DeGrandis

Dominica DeGrandis

Director, Training & Coaching, LeanKit
After working on (or on the behalf of) teams doing builds, deployments and configuration mgmt since 1988, I believe that making work visible results in extraordinary change. What's my passion? Transparency for continuous improvement of organization Health. I train and coach Technology & Business teams on Lean Kanban Flow to help them level up their capability.


Wednesday August 9, 2017 10:45am - 12:00pm
H3

10:45am

Future-Backwards: Lessons Learned from Scaling Agile (Laura Burke, Mary Thorn)

Abstract:
What if you went back in time and made changes to the way your organization adopted Agile? What were the key events that paved the way for success or failure? In this session, you will hear insights from of people who have scaled Agile around the world while learning the power of running a Future Backwards retrospective (Cynefin).
After the audience is lead through the exercise, the presenters will share their own journey of scaling Agile in a large, distributed organization. By the end of the session, attendees will uncover key turning points from their own experiences and safely share them with the entire group.
We recommend attending with a colleague! However, if you haven’t ever scaled Agile in an organization and are attending to learn, no worries. You can help facilitate others at your table and learn more about their journey, all while gaining experience with a new retrospective technique - one that scales and is great for distributed-team.

Learning Outcomes:
  • * Future Backward retrospective technique
  • * Scaling issues and solutions from the presenters and the attendees
  • * Distributed Agile challenges


Speakers
LB

Laura Burke

ScrumMaster, Ipreo
As a ScrumMaster at Ipreo, I work with mobile development teams spread across two states and three countries. Every team wants their product on a phone or tablet, so I get to partner a lot of teams and R&D leadership to improve our alignment and agility. | | Past experiences in the Agile world include time as a ScrumMaster at Appia and as a facilitator of corporate planning and trainer of "Collaboration Explained" at Rally Software. Talk to... Read More →
avatar for Mary Thorn

Mary Thorn

A VP of QA at Deutsche Bank Global Technologies in Cary, North Carolina, Mary Thorn has a broad testing background that spans automation, data warehouses, and web-based systems in a wide variety of technologies and testing techniques. During her more than fifteen years of experience in healthcare, HR, agriculture, and SaaS-based products, Mary has held manager and contributor level positions in software development organizations. She has a strong... Read More →


Wednesday August 9, 2017 10:45am - 12:00pm
F1

10:45am

Catalytic Leadership (Paul Boos)

Abstract:
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost organizational performance by creating a healthy environment and providing the needed support. We’ll explore how you can do that through– –
  • Inviting people to co-create an aspirational goal – Telling stories to aid people through the transition – Using some simple guides that can help create safety during change
Along the way, we’ll touch upon organizational culture and how this affects your approach.

Learning Outcomes:
  • Understand leadership actions (catalysts) that can be taken to improve the environment, support others, and increase trust
  • Understand the concepts for leading change


Speakers
avatar for Paul Boos

Paul Boos

IT Executive Coach, Excella Consulting
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the... Read More →


Wednesday August 9, 2017 10:45am - 12:00pm
Wekiwa 9&10

10:45am

Positively Productive (Judith Mills)

Abstract:
Did you know that creating the right positive environment could increase productivity by up to 31%? Research tells us that this is possible so come and join the discussion on positivity’s impact in the workplace.
We will investigate the factors that influence positivity, discuss the things in our workplace that reduce it and experience some effects of a positive experiment.
Let’s discuss where we begin and how to influence our environments to create a positively productive Agile workplace.

Learning Outcomes:
  • The impact of positivity/negativity
  • Unintentional negative signals we send/receive every day
  • Choosing to be positive
  • Different types of positivity
  • Taking first steps


Speakers
avatar for Judith Mills

Judith Mills

Coach, Judith Mills LLC
Judith Mills is an experienced software executive turned independent coach specializing in making organizations efficient with multiple Agile methodologies. Judith has extensive experience in guiding large organizations and teams through the adoption of Agile to create efficient and adaptable departments that deliver reliably and repeatedly. These organizations and teams have varied from smaller teams with everyone in one room to... Read More →


Wednesday August 9, 2017 10:45am - 12:00pm
H4

10:45am

The ROI of Learning Hour (Llewellyn Falco)

Abstract:
What the value in going to this conference?
You're here, you took time off work and paid real money to be here. it safe to assume you see value in learning, but have you done the math?
The math turns out to be quite surprising, because it deals with systems involving compound interest.
Compound interest allows small changes to have massive effects over time.
Example 1:
Tim has a $100,000 loan at 100% interest. He pays $8,333 a month. At this rate it will take 50 years to pay off.
Allen has the same loan, but wants to pay it off 10 times faster. How much more a month does he have to pay to achieve this?
Normal math would say 10 times is 8,333 X 10.
But the actual answer is just a mere seventy dollars more each month to bring the time down a factor of 10 times.
Surprizing? Yeah!
So come hear a combination of personal experiences and mathematical visualization explaining just how much you are getting out of doing a bit of learning everyday.
Example 2
Team A works 8 hours a day.
Team B works 7 hours a day and spends 1 hour a day learning. This learning improves the team's output by 1%. How many days will it be until Team B has produced as much as Team A?


Learning Outcomes:
  • How to justify the ROI spent on learning
  • Why 10X is possible
  • What 10X looks like
  • How cognitive bias effect learning
  • Differences between self learning and group learning


Speakers
avatar for Llewellyn Falco

Llewellyn Falco

Agile Coach, Spun Labs
Llewellyn Falco is an Agile Technical Coach specializing in Legacy Code and Test Driven Development. He is the creator of the open source testing tool ApprovalTests( www.approvaltests.com ), co-founder of TeachingKidsProgram ( www.teachingkidsprogramming.org ) and a PluralSight author.


Wednesday August 9, 2017 10:45am - 12:00pm
F4

10:45am

Beyond Agile Pilot Stage? Time to Embrace Agile Budgeting, Planning, and Cost Accounting! (Kenneth S Rubin)

Abstract:
Traditional forms of budgeting, planning, and cost accounting do not align well with agile-based development. That’s OK when companies are just beginning to get their feet wet with agile. After all, it makes sense when agile is still in a pilot or proof-of-concept stage to just try to mesh existing business practices with the new agile principles, at least until you’re sure agile will work in your context. But over time, the misalignment will begin to impede true long-term business value.
Many of the companies I encounter today are well beyond the agile pilot adoption stage. These companies use agile to develop and enhance many different products or systems. They have proven their ability to successfully develop with agile and now agile is becoming the default approach to handling some or all of their work. Yet their higher-level business practices, those owned by senior management, are still bound to the former, traditional development style—a mismatch that is holding those companies back.
For example, traditional approaches to budgeting and planning (detailed up-front annual budgets and business plans, utilization-based planning and execution, and large budgeting and planning batches) can thwart or even compromise the downstream agile development process. And cost accounting measures that are based on standards that assume development will proceed in a waterfall fashion don’t work well and can have severe economic consequences when agile is the predominant development style.
This presentation offers sound strategies to help fiscally responsible companies reap the real benefits of agility by better aligning high-level budgeting, planning, and cost accounting with downstream agile development. Learn how to avoid the damage caused when senior management operates the company using one set of principles and downstream teams develop with a different set of principles.
Don’t ignore the disparity between core business practices and agile development any longer. Find out how to adjust budgeting, planning, and cost accounting to achieve better alignment and improved results.

Learning Outcomes:
  • Attendees will understand how and why traditional budgeting and planning are disruptive to downstream agile development. More specifically, they will achieve the following learning objectives:
  • - Learn strategies for dealing with uncertainty through agile budgeting and planning
  • - Realize how to properly manage batch size when using agile budgeting and planning
  • - Recognize the importance of decentralized decision making in an environment that does agile budgeting and planning
  • - Appreciate the role of strategic planning in an agile organization
  • - Discover how to use a Kanban system to manage a portfolio and to identify proper resourcing
  • - Become familiar with using an economic framework for sensible decision making
  • Comprehend how and why to do the following key activities:
  • - Use probabilities to communicate completion dates or feature sets
  • - Account for costs effectively on an agile development effort
  • - Focus on teams as the unit of capacity in cost accounting
  • - Move past tracking task hours for accounting purposes

Attachments:

Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
H1

10:45am

Finding the First Slice (Richard Lawrence)

Abstract:
Many Agile practitioners are comfortable working iteratively in small slices once there's a basic foundation, but they struggle with where to start on a new project, product, or other big idea. What if Iteration 0 didn't need to exist? What if you could work iteratively from the beginning?
Agile For All clients have been able to successfully find small first slices for all kinds of software products, for combined software and hardware systems, and even beyond software in such areas as park construction and office remodeling. In many cases, projects with apparently significant up-front infrastructure requirements were able to ship a valuable slice to customers after just one or two sprints. Participants in this session will learn how to use Richard's Feature Mining technique to find early slices of any big idea that provide value, learning, and risk-mitigation.

Learning Outcomes:
  • Use Feature Mining to find an early slice of a big idea to get quick value, learning, and/or risk mitigation
  • Understand how to bring Feature Mining back to your team
  • Explain how different roles (PO, UX, developers, testers, etc.) are critical to effective slicing and how each contributes in Feature Mining

Attachments:

Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
F3

10:45am

Stalwarts - David Hussman (David Hussman)

Abstract:
Early in the agile movement, large technology challenges were often given to alchemist like wizards we called "Architects". They were essential, and sometimes helpful, but also hard to find and sometimes a single point of failure. Experimentation taught many of us the finding a new wizard was not the answer. Instead, the answer was to break down large problems into smaller problems distributed to a collection of builders who collectively and collaboratively took ownership of the system and its architecture.
Today, we have the same opportunity in the product space. Many companies are finding success by what I would like to discuss as "dynamic product discovery". To explore this topic, we can talk about who is needed for product discovery, how often is product discovery helpful, how can we blend product discovery and product delivery into a fluid cadence where product leaders work in one of both tracks, or dynamically float between the two.
Please show up ready to challenge the status quo and explore our new options around product learning, product discovery and the essential need to scale product learning in large systems, especially in IT shops where product and service may be playing second fiddle to customers and interactions.

Learning Outcomes:
  • N/A


Speakers
avatar for David Hussman

David Hussman

Founder, DevJam
I split my time between leading DevJam and coaching at client sites. My coaching ranges from small teams to large enterprises and entails working with teams, programs and leadership groups. Some days I am doing discovery work, teaching product thinking and agile design and augmenting real agility with user centered design and user experience tools. Other days I am deep in the delivery space helping teams adapt agile methods to meet their needs... Read More →


Wednesday August 9, 2017 10:45am - 12:00pm
Wekiwa 5

10:45am

Building Agility into regulated mobile software testing projects (JeanAnn Harrison)

Abstract:
Working on a regulated product requires certain goals to be met to satisfy regulated auditors along with balancing out achieving test coverage to release a high quality mobile software product. Testing mobile apps can be complex task but adding the goal of meeting regulations can be overwhelming.
Team members must work together to blend meeting regulations, understand user experience tests based on priorities and severity levels to allow for iterative sprints. Testers and Developers need to communicate the inter-dependencies and include prioritized user stories based on severity levels which will help to achieve that high level of test coverage and avoid high risks.
How a tester works with their project team will be key achieving agility in these software projects. Jean Ann will present techniques to inspire project teams to develop what will work best for their company culture.
This session will cover:
1. Mobile App project teams must establish risk management and actionable mitigation tasks prior to each project release. Teams work to establish priorities and severities based on User stories. 5 min
2. Testers work with project team members to help develop test ideas based on the user stories and assigning those stories considering severity and priority. 5 min
3. Group exercise: Create test ideas of a mobile app based on a provided user story for a medical device. Think about severity and priority for users, for project team, for regulated auditors. 15 min
4. Testers & developers are tasked to build quality not only in the mobile app itself but also the inter-dependencies of a full system approach. 15 min
5. Group Exercise: Create a test where an inter-dependent condition could affect software behavior. 15 min
6. Testers provide responsive feedback on the user stories, the testing conducted while the mobile app is being developed through iterations and meeting regulations. 10 min
7. Questions 10 min

Learning Outcomes:
  • 1. Testers will work with project team to incorporate quality and meeting regulations early in planning tests for mobile projects in a regulated environment.
  • 2. Testers will help project team members to create user stories with priorities and severities assigned giving testers specific goals to focus with each sprint.
  • 3. Testers will understand to work closely with development which inter-dependencies can affect how users will be affected by the mobile app.


Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
H2

10:45am

Spreading the Love: 8 Ways to Magnify the Impact of User Research (Elizabeth Ayer)

Abstract:
Sometimes great people can do great work, and it just doesn’t have much effect on the organization.
This was the case at Redgate Software two years ago, when UX and product management were the Keepers of the Customer. Since then, we've switched to a model where product development teams themselves are responsible for the research that powers their decisions. Not only has this improved developer engagement, it's also delivered for the business through products that are much better aligned with users’ needs.
We haven’t stopped there, though, because the whole business needs to rally around that shared insight. Other organisations have used personas to great effect, but we have found it more effective to bring the actual experiences of our users (and non-users) to the discussions.
This talk will explore the challenges of bringing customers’ experience into everyday decision-making, including making the time and space to learn. We’ll talk about some overall strategies that have worked for us and some that didn’t!
In particular, we'll go through examples of:
4 proven approaches to help whole teams really engage
4 ways to ensure customer knowledge flows through to business stakeholders
You will leave this session with a bundle of ideas how to make your customer research really deliver.

Learning Outcomes:
  • Understand a model of change to embed the users at the heart of products and services
  • Identify the time and skills challenges that prevent the ‘right’ people from doing research
  • Get fresh ideas for supporting teams in taking on customer research
  • Gain tools for working out how to maximise business benefit of customer contact


Speakers

Wednesday August 9, 2017 10:45am - 12:00pm
F2

11:30am

Building Strong Foundations... Underwriting Fannie Mae’s Agile Transformation. (PHILLIP MANKETO)

Abstract:
Over the course of the last two and one-half years, Fannie Mae has worked aggressively to transform itself from a heavily silo’d and firmly entrenched command and control culture, following a gated workflow, with long release cycles, to an Agile organization. Today, Fannie Mae is a more dynamic value oriented organization that is responsive to stakeholders, focused on achieving greater efficiency by enabling fast-feedback loops, as well as using empirical data to optimize mature and persistent agile values and practices.
Within the larger context of the transformation to enterprise agility, this Experience Report will focus on the case for change, Fannie Mae’s journey and the corresponding challenges, benefits and key learnings realized. Our conclusion, while it is important to build bridges with business stakeholders, mature agile teams, leverage automation and embrace the values and principles of the agile manifesto… a successful and longstanding transformation is dependent upon the unrelenting focus on changing the ecosystem supporting the organization’s change at the outset.

Lessons Learned from Your Experience:
  • - An agile transformation at the team level optimizes locally and is fragile
  • - An agile transformation at the program level optimizes locally and is also fragile
  • - Rather, the momentum supporting an agile transformation comes from the ecosystem supporting the organization and should be leadership’s focus for change at the outset… focus to late on changing the ecosystem and the transformation will collapse.
  • - Leadership and Management are pivotal change agents required at the outset to change traditional ways of thinking, embedded legacy culture as well as organizational challenges to sustainable transformation.

Attachments:

Speakers
PM

PHILLIP MANKETO

Senior Agile Consultant, ELIASSEN GROUP


Wednesday August 9, 2017 11:30am - 12:00pm
Wekiwa 1&2

11:30am

Do We Still Need Business Analysts and Systems Engineers? Now More Than Ever! (Amy Silberbauer)

Abstract:
The Internet of Things is profoundly changing the way products are monetized in a continuously competitive product and software delivery landscape. Traditionally, Business Analysts and Systems Engineers have been the critical roles that drive the identification and definition of new offerings, taking competitive pressures and segmentation into account -- but this is rapidly changing. Some would argue that operating as a lean startup and being agile implies that these roles are "old school", that we don't need them anymore. Not so fast! These are, in fact, the roles of the future but only if are expanded, crossing over into the business realm to become business-engineering resources that understand not only technical requirements and end user stories but also going beyond that circle of influence to embrace the views and ideas of all stakeholders in the organization. Planning and execution of real value requires an outside-in view of the business with a very strong focus on “customer-first”. While this is a major transformation, it is also a great opportunity for Business Analysts and Systems Engineers to have a much stronger impact and drive the convergence of Lean, Agile and Design Thinking principles into their own projects. Amy and Moshe explain the future of these roles, the value of outside-in thinking to articulate and define solutions and how the Scaled Agile Framework (SAFe) can help.

Learning Outcomes:
  • 1. Delivery of value is not just about engineering anymore, it requires knowledge and collaboration across business and IT
  • 2. Enterprise scaled agile specifically addresses the transformation of Business Analysts and Systems Engineers as “change agents” defining new solutions and innovations
  • 3. Outside-in “design thinking” is a key element of successful product and software delivery of the future

Attachments:

Speakers
AS

Amy Silberbauer

Solution Architect, IBM, Watson IoT


Wednesday August 9, 2017 11:30am - 12:00pm
Wekiwa 3&4

2:00pm

Automation test - 20 years after... (Marcelo Walter)

Abstract:
Automating tests is one of the first practices in agile, and one of the biggest leverage that we can have in the development process, as it supports almost all of others.
Why is this not a reality, even among those companies who define themselves as agile?
The difficulties are very similar:
  • Unfriendly frameworks: Existing test frameworks usually address only specific languages, architectures, and type of tests.
  • Non-adherent culture: Implement automated tests is not just add a phase on development cycle. To be successful, we need a mindset change. The system must be driven to test since the conceptual start. And this culture must be accepted and engaged from everyone in the process.
  • Lack of technical support and knowledge: To implement good test scripts, we need a lot of complimentary tools and architectural approaches that is not so easy to truly learn.
  • Too much legacy code: This is one of most common excuse: “We cannot test our system because there is a big legacy involved”.
  • Too much time to run: From some teams that started automating tests, this is another excuse: “Automated tests are good but, as we are growing up, this practice is not sustainable because it spend much time to run all the tests and get feedback”.
  • And so on...
This session will show a way to get over these issues, addressing every issue with real cases of automation test. Our experience comes from almost 20 years working on a legacy, critical, and giant system.
What did work? What didn’t? Where did we have to invest? What about scalability? Is there any shortcut?
It is a long history, that will benefit technical developers, managers and agile enthusiasts, since it shows how attitudes make the difference, when talking about overcoming obstacles and evolving.
In the end, we will show the little answer: - Yes, we still have the first test, written in 1998, and running after every single commit!

Lessons Learned from Your Experience:
  • The problem of scaling automated tests is quite common in large systems. This report addresses this issue with a great success case. Moreover, it is a great story to see how automated testing are fundamental, demystifying the fallacy of complexity and legacy. Moreover, it is a good example of how automated testing is fundamental in order to demystify the fallacy of complexity and legacy.
  • During the presentation, we will answer some questions, such as:
  • How to deal with complex scenarios where the solution depends upon the evolution of a virtual clock?
  • How to improve performance of tests that depends on data population?
  • How to deal with integrated tests and external systems?
  • How much of each kind of test should be implement, considering unit, functional, integrated, and UI?
  • Where could you have the biggest increase of quality?
  • How to obtain a better execution efficiency, considering processing, memory, threads, and order.
  • What about when running on a single machine is not an option?
  • How to scale more and more?
  • What happens if you decide to change the development language along the way?
  • How to deal with intermittent test results?
  • How to handle testing concurrency?
  • How to automate tests with production data, combining performance and production settings?


Speakers

Wednesday August 9, 2017 2:00pm - 2:30pm
Wekiwa 1&2

2:00pm

Agile Software Development without Software (Doug Rose)

Abstract:
Over fifteen years ago the Agile Manifesto was created for the express purpose of developing better software. Yet better software is not the underlying reason that organizations hired all those agile teams. The software was the "means" and greater organizational value was the "ends." Now many of these same organizations are looking to capitalize on a new resource. They’re collecting petabytes of structured, semi-structured and unstructured data. Exploiting this digital raw material has many of the same challenges as software development. That’s why many well-formed data science teams struggle with some of these same questions:
  • Are we creating something valuable?
  • Can we closely coordinate with our customer?
  • How can we quickly pivot to take advantage of unexpected outcomes?
Many long established agile team practices could also apply to newer data science teams. These teams require a lightweight empirical framework to help deliver products of pure discovery. The core difference is the iterative product. Instead of minimum viable software, these teams will deliver frequent valuable insights.
This talk will show how to apply a lightweight agile framework to data science teams. These teams can use modified version of common agile practices such as user stories, cross-functional teams and frequent iterative delivery.

Learning Outcomes:
  • Connect data science challenges and software development challenges
  • See how to apply the agile mindset to data science teams
  • Introduce new data science team agile practices
  • Discuss a proposed Data Science Lifecycle (DSLC)


Speakers

Wednesday August 9, 2017 2:00pm - 2:30pm
Wekiwa 3&4

2:00pm

Hire Great People for Agile Teams using Interview Games (Jason Tice)

Abstract:
Are you interested in learning how to identify strong candidates for agile teams faster? Join us for a “fun” workshop on interview games that emulate desired agile team behaviors and collaboration within an interview setting. Participants will experience a series of simple games designed for use during interviews that:
  • Assess and discuss relevant skills for agile team roles
  • Evaluate communication skills and the ability to respond to change
  • Engage in collaborative problem solving working as a team
  • Share and receive feedback from others
Interview games allow interviewers and candidates to simulate work scenarios and then debrief on the activities that transpire. Rather than discussing prior achievements on a candidate’s resume, interview games enable a discussion of the shared experience created by the game which provides better data to assess candidate fit. In practice, interview games provide a more engaging and respectful way to assess a candidate’s ability to identify improvement opportunities and to emphasize with others.
During this highly interactive session, participants will work in small groups and conduct mock interviews to experience the sequence of interview games and gain hands-on experience in how to facilitate and debrief the games presented.

Learning Outcomes:
  • Participants will learn the background behind the development of interview games – what problems about traditional interviews do interview games address.
  • Participants will experience how to facilitate and debrief a series of interview games that support role-specific skills assessment, ability to work in a collaborative creative setting, ability to share feedback, ability to identify and communicate improvement opportunities, and ability to empathize with others.
  • Participants will gain best practices and lessons learned from the adoption of interview games within multiple organizations.


Speakers
JT

Jason Tice

Vice President of Business Innovation, World Wide Technology


Wednesday August 9, 2017 2:00pm - 3:15pm
F2

2:00pm

What is Agile's role in social political movements? (Stuart McCalla)

Abstract:
Agile coaches are on the front lines of helping teams and organizations deliver value and with respecting people as one of the foundational tenets. As Agilists we understand that when people come to work they are bringing all the wonderfulness and challenges that make them up. Noticing the growing division in American society how does an Agilist help their teams/organizations focus on delivering value. Going beyond who is right and who is wrong in the national discourse, this session will ask participants to be vocal about their beliefs and have them out in the open. The session will explore "What does it mean for Agliists to talk about race, class, and gender?"

Learning Outcomes:
  • Gain fluency and awareness when looking at the social/political forces that affect your team/organization. Start to develop a toolset you can use to help address issues of race, class, and gender when seeing those dynamics in your teams/organization.


Speakers
avatar for Stuart McCalla

Stuart McCalla

Enterprise Agile Coach, Salesforce


Wednesday August 9, 2017 2:00pm - 3:15pm
Suwannee 11&12

2:00pm

Psychology of Coaching: Understanding Science of Change (Pavel Dabrytski)

Abstract:
In October 2016 I received a call, "Hey dude, I don’t know nothing about Agile, but I need to become an Agile coach a-s-a-p – my company just got a new contract." I laughed for a second, explained that it takes a bit longer than a week to learn to coach, and wished him luck. I also knew that, shortly, he would be walking into his customer's office in this new role.
Agile Coach is the new black! But how can you, a good coach, stand out from the crowd of less competent peers? Let me offer you this workshop to explore the science of coaching and the ways in which it works. We start with concepts of neuroplasticity and the brain processes of creating new neuron pathways. Then we move to motivation and learn which type is the best. Finally, we finish with the discussion on brain activation states which we practice in a few short exercises. By understanding the new field of coaching psychology, you will become a better practitioner.
I am an affiliate member of the Institute of Coaching at McLean Hospital, the Harvard Medical School affiliate. I studied coaching psychology at Harvard Extension School.

Learning Outcomes:
  • Understand that neuroplasticity is the reason why people take long to learn new behaviors
  • Learn that the autonomous motivation is the most persistent type of motivation and that an Agile coach must strive for it
  • Learn about seven activation steps and the ways to stimulate brain’s creativity
  • Practice multiple reflection techniques during a coaching conversation
  • Learn practical behaviors: open monitoring (sensing), asking the right questions, providing rich reflections, engaging in relational flow, and being comfortable with generative moments


Speakers
avatar for Pavel Dabrytski

Pavel Dabrytski

Founder, Think Agile


Wednesday August 9, 2017 2:00pm - 3:15pm
H4

2:00pm

That Will Never Work: Giving Feedback that Sparks Brilliance in Others (Kara Minotti Becker)

Abstract:
Having to give feedback on someone else’s work is enough to keep us all up at night. Managers, coaches, subject matter experts and colleagues, we all grapple with how best to put our knowledge to use for others. And if giving feedback is hard, encouraging someone to open to new ideas can be even harder.
Yet in the Agile organization, where collaboration is king, mastering the art of feedback is crucial. From code reviews to coaching, design cycles to demos, the feedback and iteration loop is a constant.
Great reviews by experienced colleagues and leaders can make the difference between good enough and truly brilliant. Done poorly, reviews can crush ingenuity and destroy motivation, resulting in innovative solutions that never see the light of day.
In this hands-on workshop, practice a practical, straightforward method of giving feedback that sparks ideas and fans the flames of motivation. Move from critiquing, to contributing and inspiring. Make respectful, highly productive and fun review sessions a signature part of your skillset.

Learning Outcomes:
  • Give work-product (strategy, code, design, writing, etc.) feedback for the best possible results.
  • Hold respectful, productive and fun review sessions, on any kind of work, using a straightforward method you get to practice live.
  • Spark ideas that are much better than your own, and delight when your suggestions are not taken.
  • Experience practice in something we almost never get to practice safely: giving feedback on another’s work.
  • Learn how it feels to receive feedback that stirs your creativity and ignites your motivation.


Speakers
KM

Kara Minotti Becker

Regional Agile Delivery Lead - New England, Eliassen Group


Wednesday August 9, 2017 2:00pm - 3:15pm
I4

2:00pm

Fluent in Team Culture: The First Shift in Achieving Agility (Diana Larsen, Bonnie Aumann)

Abstract:
Every organization expects its teams to produce value, and convey other business benefits. But what is the best fit "Agile" for your team, as it moves through a VUCA (volatile, uncertain, complex, ambiguous) world? What does it take for a group of humans (programmers, testers, product managers, etc.) to make the shift from individual contributors to team mates? To form a team and to collaborate? How do you make good on the benefits the your business (and customers) need?
In this session, Diana Larsen and Bonnie Aumann will answer those questions and others. We'll consider teams as complex adaptive human systems. We'll examine the behaviors and practices that form patterns of effective collaboration. We will explore the ways that teams move into and through fluent proficiency using the lenses of group coherence, coaching, value creation, and other needs in the first zone of the Agile Fluency™ Model. We will inspect ways to adapt to new conditions and team changes over time. Join us!

Learning Outcomes:
  • Participants will:
  • Deepen understanding of complex adaptive systems and how humans form systems
  • Gain language for discussing complexity and team coherence
  • Examine behaviors for effective team collaboration
  • Review the Agile Fluency Model and the role of practice fluency in teamwork
  • Apply these concepts to their "home" teams

Attachments:

Speakers
avatar for Diana Larsen

Diana Larsen

partner, FutureWorks Consulting LLC
Diana Larsen consults with leaders and their teams to create work environments where people flourish and push businesses to succeed. She is an international authority in Agile software development, team leadership, and Agile transitions. | Diana co-authored Agile Retrospectives: Making Good Teams Great; Liftoff: Start and Sustain Successful Agile Teams; and The Five Rules of Accelerated Learning. In collaboration with James Shore, she developed... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
I1

2:00pm

Think Before You Hack: Agile as Fieldwork (Elinor Slomba)

Abstract:
Can an organization's culture really be designed, engineered or installed? Why is it so persistent....and tricky? And where can a professional change agent turn when casual or superficial notions of what it means to "culture hack" do not seem to be doing justice to the technical excellence required by Agile principles?
This talk will draw upon the discipline of Cultural Anthropology to provide a few concrete examples of how experts talk about and study culture. Methods of fieldwork - living inside a culture other than one's own in order to observe it up close and describe it firsthand - will be broken down into an easy-to-use format designed to help you in your Agile practice.

Learning Outcomes:
  • Grasp that harm can come from cultural interventions based on change without understanding
  • Prepare to take on the role of Participant Observer in studying a workplace
  • Practice a few key field methods that reveal how a particular culture structures its own reality


Speakers
avatar for Elinor Slomba

Elinor Slomba

Founder, Arts Interstices
Writing, producing and facilitating at the crossroads of arts, business and agility - brokering new models for inspiring communities across sectors.


Wednesday August 9, 2017 2:00pm - 3:15pm
Wekiwa 9&10

2:00pm

Defining Value: Perspective Is Everything! (Angela Wick)

Abstract:
What is value? How do we know that the product and its features are bringing value to the customer? This elusive term has so much meaning that can easily be dismissed. We will explore what value really means and types of value that products provide to customers. We will also look at how products provide value and customer experience value at different levels of detail (product, feature and design levels). Additionally we will discuss how teams and individuals can use a definition of value to explore, discover, and ultimately deliver and execute on value in everything they do. Come redefine what value means to your product and customers and deliver truly value products!

Learning Outcomes:
  • Explore different perspectives on what value is
  • Discover how to determine which perspective matters to your customers and users
  • Uncover techniques to ensure value is delivered every time in your product!


Speakers
avatar for Angela Wick

Angela Wick

Principal Trainer/Coach/Consultant, BA-Squared, LLC
I am passionate about modernizing requirements practices and helping organizations collaborate on a Product Vision aligned to strategy and guiding them to a meaningful backlog and iterations that keep customer and organizational value top of mind. | I coach and teach organizations on Product Ownership, and Agile BA!


Wednesday August 9, 2017 2:00pm - 3:15pm
H1

2:00pm

Legendary Adventures in Legacy Code (David Laribee)

Abstract:
We begin with a story - a story about a legendary monster (15,000+ line class) I recently engaged in mortal combat. No spoilers. It wasn't pretty, but here I stand to tell the tale, at the ready to enter the fray once again.
Throughout our campaign we’ll take a few side quests and journeys into the three realms of technical debt:
  • The alignments - OR - what mindsets help when battling demonic code versus forming a party?
  • The armory - OR - what weapons are available to you? When do you brandish them?
  • The lore and landscape - OR - Where did these damned dragons come from in the first place?
This talk employs a nerdy, fantastical, and fun system metaphor to help us escape the confines of the dominant mental model for legacy code: technical debt. All tools and tactics presented are based on experience, not fantasy. While there will be images of Cthulhu, Chromatic Dragons, and Vampyres, attendees should expect code examples, hands-on exercises, technical deep dives and practical lessons learned.

Learning Outcomes:
  • Acquire experience with a toolkit for assessing legacy code qualitatively and quantitatively.
  • Learn how to visualize code quality and effect of team practices (such as collective ownership) on quality.
  • Learn how to engage your team its leadership in making choices about which code to invest in.
  • Understand dynamics and relationship of valuing delivery over valuing quality and vice versa.


Speakers
avatar for David Laribee

David Laribee

PRODUCT DEVELOPMENT COACH, Nerd/Noir, LLC
David Laribee is a product development coach with deep roots in Lean, Agile, XP and Scrum. He believes in the power of collaboration, simplicity and feedback.\n\nOver the last 20 years, David has built teams and products for companies of all shapes and sizes. He’s founded startups and consulted for Fortune 50 enterprises. He’s developed software-intensive products in a wide variety of domains from technology to insurance to beverage... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
F3

2:00pm

From DevOps to DevSecOps - Application security for a Lean/Agile/DevOps environment (Larry Maccherone)

Abstract:
The bad guys don't break in through the highly secure bank vault door; they attack the crumbly bricks and mortar of the vault walls. The same is true for application security. The vast majority of incidents don't target security features like encryption, authentication, and authorization... the bank vault door. Rather, they target vulnerabilities in the "boring", non-security parts of the code... the crumbly bricks and mortar of the vault walls.
The security function is still largely throw-it-over-the-wall at many organizations, but things are changing. There is growing awareness that you cannot prevent the vast majority of incidents with a bolt-on approach to security. You have to produce applications that are free of such vulnerabilities as they are being developed. In other words, you have to BUILD SECURITY IN.
Just like DevOps is a cultural transformation, to BUILD SECURITY IN we need a mindset shift and cultural change. We need DevSecOps.
This talk starts by introducing a DevSecOps manifesto and then a process model for achieving a "BUILD SECURITY IN" DevSecOps culture. The framework is designed to sit on top of any SDLC but it is particularly suited to Lean/Agile environments and even more so to a DevOps environment or in conjunction with an ongoing DevOps transformation.

Learning Outcomes:
  • The values identified in a DevSecOps manifesto
  • The key disciplines of security practice most relevant to development teams
  • A maturity scale for these disciplines that you can leverage to incrementally up your application security game
  • The key measures that will provide feedback for a data-driven and gamification approach to cultural change
  • Common objections from large organization inertia/ossification and how to overcome them
  • How to BUILD SECURITY IN rather than bolt it on


Speakers
avatar for Larry Maccherone

Larry Maccherone

Optimizer, AgileCraft
Larry Maccherone is an accomplished author and highly rated speaker who has regularly presented at major international conferences on Lean and Agile. He is very excited to work with AgileCraft where his passion for analytics and visualization is helping AgileCraft be the best way to scale Agile. Prior to that, he led the Insights product line at Rally Software. His core area of expertise is drawing interesting insights from data that allow... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
I3

2:00pm

Stop Using Waterfall Goals: How OKR can help you focus on Value instead of features (Felipe Castro)

Abstract:
Even though companies are using Agile for delivering software, when it comes to goal setting the waterfall mindset is still the norm. Most organizations use an annual, top-down process to create a set of static goals that is in direct conflict with Agile.
Waterfall goals permeate Agile, turning teams into "feature factories" with no focus on business results. Instead of points and velocity, teams should be measuring actual value. Rather than following a fixed roadmap with long feedback cycles, they should quickly validate hypotheses.
The alternative is OKR (Objectives and Key Results), the Agile goal setting framework adopted by Google and others. But as with any other tool, OKR can be misused - tracking activities instead of results.
This talk will show how OKR can take Agile to the next level, creating autonomous teams driven by value and not by the opinions of the stakeholders. I will also share a model to help companies make the transition from "working software" to "valuable software."

Learning Outcomes:
  • Understanding that goal setting is still mostly a waterfall process.
  • The need to evolve Agile to focus on value instead of features.
  • How to create OKRs.
  • Using OKR to complement Agile and Lean.
  • A model to transition from delivering "working software" to "valuable software."


Speakers
avatar for Felipe Castro

Felipe Castro

Partner, OKR Coach, Lean Performance
Felipe founded Lean Performance in 2014 to help companies transform how they set goals by abandoning the waterfall, command&control mindset and embracing an agile approach for goal setting. He's a global thought leader in Goal Agility, the intersection between Agile and OKR. | | Felipe believes that Agile is on the eve of a new wave that will reshape organizations and empower teams to do work that is more engaging and valuable... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
H3

2:00pm

You can do better than the Spotify Model (Joakim Sundén, Catherine Peck-Phillips)

Abstract:
Let's put aside the "bubblegum and unicorns" of the Spotify Engineering Culture videos and talk about what doesn't quite work at Spotify and how we're trying to solve it. This is a failure / learning report intended for coaches and other change agents who need encouragement that it's always hard AND it's always possible to improve.
The talk will feature the different perspectives of two coaches: one of the first coaches at Spotify who grew up with "the Spotify model" and one of our more recent coaches coming from a company trying to implement it.

Learning Outcomes:
  • * Spotify is used as a framework/model copied by others, but Spotify's model isn't without challenges even for Spotify
  • * Encouragement that it's always hard AND it's always possible to improve
  • * It's great to be inspired by others but at the end of the day you need to face your difficulties and solve your problems yourself
  • *You can succeed with autonomy by never giving up; it comes with challenges and benefits


Speakers

Wednesday August 9, 2017 2:00pm - 3:15pm
F4

2:00pm

Agile Leadership Strategies: Winning the War on Complexity (Derek W. Wade)

Abstract:
The modern organization is at war with complexity. The code for a typical webpage is the size of a typical video game from the 1990s. "Standards are great, there's so many to choose from." Projects have multiple stakeholders and ever-changing, conflicting Priority One features. Despite gains from Agile methods, the multi-person development arena is typified by volatility, uncertainty, ambiguity, and complexity — what the U.S. military calls "the fog of war."
Derek W. Wade’s background in Cognitive Science has shown him that humans have innate skills at managing this complexity. But too often, he sees leaders waste precious human capital because they don’t understand how these skills work. Over the last 6 years, Derek has explored Team Science — which evolved from studying aviation, clinical, and military teams — for practical insights into how people work best together. If you want to help your teams cut through the “fog” and have fun doing it, Derek will use mini-games and stories to introduce you to these insights and how to apply them. Leave armed with knowledge of mental models, cognitive load, situational awareness, and boundary objects so your teams can use complexity to their advantage, solve the right problems, support each other, and finally use those whiteboards, stickies, and online tools properly.

Learning Outcomes:
  • Attendees will be better prepared to lead teams in emergent, complex domains (such as software development) by learning:
  • 1. Our ability to solve problems depends on our ability to internally model the world around us;
  • 2. Cognitive limits of this ability, and examples of work practices which respect (and ignore) those limits;
  • 3. Refactoring team communication: multi-person use of models vs. mere transmission of information;
  • 4. Leadership stances which foster effective mental models at the multi-person, multi-team level;
  • 5. Explicitly managing meta-information about the organization/team. Product goals, objectives, and tasks are only half of the work in knowledge-work.


Speakers
avatar for Derek W. Wade

Derek W. Wade

Coach, educator, medi(t)ator, aviator, experimenter. Helping people to work better together by playing together, and to BE better together by creating together.


Wednesday August 9, 2017 2:00pm - 3:15pm
H2

2:00pm

Asking over Telling: Using humble enquiry to build trust and do great work (Ellen Grove, Bruce Scharlau)

Abstract:
More asking, less telling. As an agile leader, adopt the approach of humble enquiry to build relationships, increase trust and collaboration, and deal with the challenges of organizational transformations.
"Humble enquiry is the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person." - Edgar H. Schein
Working in an agile way asks us to rethink how we relate to each other as we tackle complex problems and challenge the traditional structures of our organizations. Humble enquiry - the art of asking instead of telling - is a critical skill for agilists who seek to improve collaboration and address difficult problems head on. Inspired by Edgar H. Schein's book 'Humble Enquiry, this workshop will teach you the fundamentals of how to do more asking and less telling. Through mini-lectures and interactive exercises, we'll discuss the different types of questioning, consider the forces around and within us that inhibit our ability to ask instead of tell, and examine how this powerful technique can improve collaboration within agile teams as well as help to address some of the challenges of agile transformations.

Learning Outcomes:
  • • Improve your leadership skills by learning the basics of humble enquiry
  • • Recognize the constraints (cultural and psychological) that make it difficult to ask instead of tell
  • • Activities that you can use yourself and with their teams/organizations to practice this skill.


Speakers
avatar for Ellen Grove

Ellen Grove

business agility coach, Agile Partnership
Ellen Grove is an Agile coach and trainer who helps teams to do better work by coaching them to cocreate the circumstances in which they can work productively and effectively. Her Agile coaching practice is founded in over 18 years’ experience leading software testing, development, and implementation teams in global enterprises; a passion for exploratory software testing and user-centred design; and a background in community organization. Ellen... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
Wekiwa 7&8

2:00pm

Epic Rap Battle of Agility - Bring Fun Back to Learning (Joe Ziadeh, Jolene Jangles)

Abstract:
How can you inspire people to think outside of the box when we resort to death by PowerPoint? To get people to think and learn differently you need to teach them differently. To foster a culture of innovation and learning we need to show people that we are innovating in our teaching as well. This requires finding new, fun, and engaging ways to teach. But this isn’t magic. There are patterns and formulas that can be taught and applied quickly.
In this session we will quickly walk through brain based learning techniques highlighting engagement methods common in music, movies, and TV. We will breakdown aspects of Training from the Back of the Room, hooks and even the formulas behind writing a good joke. We will also demo a quick game we created using these methods titled “Epic Rap Battle of Agility” to show how we use these concepts to teach agile principles and concepts. Finally, you will work as a team with other attendees to create an engaging short video to post on social media and/or bring back to your organization. 
In the end you will leave with the tools you need to bring the fun back to learning in your organizations. When you return to work and start using these skills you will demonstrate the fun, courage, and openness that your organization needs to truly become a learning organization. You will pass this on to your students, and by applying it to their work they will aid you in creating a true learning organization.

Learning Outcomes:
  • Explain the art and science behind creating engaging learning using the 6 Trumps.
  • Demonstrate the basic techniques behind comedy writing and gamification to make your learning fun.
  • State the difference between an ordinary lecture based training session and brain based training.



Wednesday August 9, 2017 2:00pm - 3:15pm
I2

2:00pm

Portfolio Visualization and Prioritization for Business Agility - Workshop (Bob Payne, George Dinwiddie)

Abstract:
Visual Management has long been a key part of agile and lean. This talk will explore real world examples of visual management systems and discuss the hidden power of visualization and transparency in an enterprise setting. Participants in this interactive workshop will work with examples of team, portfolio and enterprise management walls to understand how the visualizations create context for real decision making. Participants will tour and design/prototype an improvement for the example boards.
Many organizations talk about driving change through transparency and an empowered, informed workforce. A picture can say a thousand words, we will highlight examples of enterprises that have stopped telling and started showing. An agile team is but a piece of a larger value stream. By embedding the team’s visual management system in the context of the Portfolio and Enterprise Wall, the team has the context of what is coming, how it ties to corporate goals and the impact of the working software delivered.
Own the board and let the information do the talking.

Learning Outcomes:
  • Introduction to a variety of real-world visual management tools
  • Ways in which visual management tools inform at all levels: Executive, Management and Development
  • Achieving transparency without micromanagement using visual management
  • Collaboration via conversation and visual management
  • Steering for success through visual management
  • Identifying problems through visual management
  • The power and flexibility of tactile visual management tools


Speakers
avatar for George Dinwiddie

George Dinwiddie

Grand Poobah and Jack of All Trades, iDIA Computing, LLC
George Dinwiddie helps organizations develop software more effectively. He brings thirty-five years of development experience from electronic hardware and embedded firmware to business information technology. He helps organizations, managers, and teams solve the problems they face by providing consulting, coaching, mentoring and training at the organizational, process, team, interpersonal, and technical levels. Involved in the Agile community... Read More →
avatar for Bob Payne

Bob Payne

VP Consulting Services, LitheSpeed
An early adopter of Extreme Programming, Scrum and SAFe, Bob has worked exclusively as a Lean+Agile Transformation leader since 1999.   | | Bob hosts the Agile Toolkit podcast and has produced over 170 podcasts, recording a variety of industry leaders and Agile practitioners. His consulting and training style is build on years of Lean+Agile experience, a MSEE in Computer Architectures for Artificial Intelligence and having grown up... Read More →


Wednesday August 9, 2017 2:00pm - 3:15pm
F1

2:00pm

Stalwarts - Lisa Crispin (Lisa Crispin)

Abstract:
Many teams transitioning to agile struggle with testing activities, and deliver products that fail to delight their customers. Testers are often lost in agile transitions, left to fend for themselves on new cross-functional teams without training or support. Programmers may get training in development practices such as TDD, but not in the many types of testing for which the whole team should be responsible.
Please join Lisa to explore the whole-team approach to building in quality, and how testers and teams can build quality into their product and deliver the features and quality attributes valued by customers and stakeholders. Be ready to share your stories of how you and your teams learned ways to improve testing and quality.
Lisa Crispin is the co-author, with Janet Gregory, of More Agile Testing: Learning Journeys for the Whole Team (2014), Agile Testing: A Practical Guide for Testers and Agile Teams (2009), the LiveLessons Agile Testing Essentials video course, and “The Whole Team Approach to Agile Testing” 3-day training course. She co-authored Extreme Testing (2002) with Tip House. She is a contributor to Experiences of Test Automation by Dorothy Graham and Mark Fewster (Addison-Wesley, 2011), Beautiful Testing (O’Reilly, 2009) and other books. Lisa was voted by her peers as the Most Influential Agile Testing Professional Person at Agile Testing Days in 2012. She enjoys helping people find ways to build more quality into their software products, as well as hands-on testing. Please visit www.lisacrispin.com and www.agiletester.ca for more.

Learning Outcomes:
  • N/A


Speakers
avatar for Lisa Crispin

Lisa Crispin

tester, Pivotal Labs
Testing! Ask about the books Janet Gregory and I have co-written: _Agile Testing_ and _More Agile Testing_. I always love to talk about donkeys. See http://lisacrispin.com for more about me.


Wednesday August 9, 2017 2:00pm - 3:15pm
Wekiwa 5

2:00pm

Three Practices for Paying Ongoing Attention to System Qualities (Rebecca Wirfs-Brock)

Abstract:
Does your team have trouble focusing on anything other than implementing features? System qualities such as performance, maintainability or reliability don’t happen by magic. They need explicit attention and focus. What can we as system quality advocates—whether testers, developers, product owners, architects or project managers—do to raise awareness of the qualities of our systems? You’ve probably heard the mantra: make it work, make it right, make it fast. But it can be difficult to retrofit certain qualities into an existing implementation. Making it right means more than verifying the functionality meets stakeholder needs; it also means delivering on the qualities we want in our system. In this session you will be introduced to three simple techniques for specifying system qualities and paying attention to them: landing zones, quality scenarios, and quality checklists. You will also have an opportunity to briefly practice each technique. Yes, you can introduce simple practices that allow you and your team to pay ongoing attention to system quality.

Learning Outcomes:
  • Learn how to use and define a landing zone for key quality attributes
  • Understand the mechanics of writing a quality scenario for "normal" and failure/recovery actions
  • Understand how to co-create two kinds of quality-related checklists: do-confirm, and read-review
  • Learn how to identify natural pause points in your work where checklists can be useful


Speakers
avatar for Rebecca Wirfs-Brock

Rebecca Wirfs-Brock

President, Wirfs-Brock Associates
I'm best known as the "design geek" who invented Responsibility-Driven Design and the xDriven meme. I'm also keen about team effectiveness, communicating complex requirements, software quality, pragmatic TDD, and techniques for architecting and reducing risk on agile projects and programs. I'm a slow jogger... if anyone is interested in early morning slow jogs while at the conference it'd be fun to meet and go on a run.


Wednesday August 9, 2017 2:00pm - 3:15pm
Wekiwa 6

2:45pm

Modernizing Cassini: Approaching Agile After a Decade at Saturn (Andrea Connell)

Abstract:
NASA’s Cassini mission to Saturn launched in 1997, and has been orbiting the ringed planet continuously since arrival in 2004. Throughout this time, the Mission Sequencing Subsystem team at the Jet Propulsion Laboratory has developed software used to design and validate the spacecraft’s science activities. As we learn more about Saturn and plan more daring maneuvers, the software systems need to be updated. These systems were created before modern architecture and development process frameworks were popular, and typical legacy software challenges are heightened in the limited-funding and risk-adverse environment of a flagship planetary mission. This talk will describe our evolution of teamwork, testing strategy, and procedures over the years.

Lessons Learned from Your Experience:
  • Legacy products with long-running teams can successfully switch to Scrum, but should invest in training for each team member
  • Deep domain knowledge requirements make collaboration difficult
  • If the software architecture doesn’t allow for complete test automation, look for partial automation opportunities and build on them
  • Creating configurable tests at the right level can reduce long-term test maintenance burden
  • Process automation can help to improve throughput in the face of rigid organizational requirements


Speakers

Wednesday August 9, 2017 2:45pm - 3:15pm
Wekiwa 1&2

2:45pm

Co-location: it's not you, it's me. Coping with the realities of global teams. (Mitch Goldstein, Gary Greenwood)

Abstract:
What does the future hold for distributed teams? As more companies embrace the appeal of 'no office' as well as the lure of reduced technical labor costs, how will this affect the ability to deliver value? Can new collaborative tools and nearly limitless bandwidth and storage make products easier or harder to produce with high quality? Can you envision the team of the future? Can you imagine a time where organizations focus solely on assembling the right mix of talent from anywhere in the world - and even consider physical co-location to be quaint and unnecessary?
The success of distributed agile teams relies heavily on ability to maintain a cooperative atmosphere in an environment where members are widely dispersed both geographically and temporally. Managing a backlog is difficult enough with a co-located team - introducing time zones, geographic location, cultural mismatches and language barriers can contribute quickly to manifestation of organizational anti-patterns. Thoughtful and forward-thinking practices can minimize avoidable failures and maintain member enthusiasm.
Gary and Mitch will offer real-world insight and experience (as well as display their battle scars) to share ideas and strategies the people who will make up the teams of the future. They will discuss maintaining and enhancing agile and lean foundational principles by the use of the latest distributed technologies. Proxification, which empowers distributed teams to manage and organize independently, is a key concept to allow for tight coordination of business and operational activities, and prevent bottlenecks from impairing delivery of value. The talk aims to demystify and embrace proxies, which many organizations are hesitant to employ, to help unlock the intrinsic value of knowledge workers across the globe.
The talk intends to persuade attendees that agile and lean principles apply at all levels of scale, from small scrum and kanban teams to large scale organizations with sophisticated DevOps practices, and that these practices will ensure continued innovation and adaptability to global value streams.

Learning Outcomes:
  • Whether co-located, distributed on-shore or off-shore, the principles of high-performing agile and lean teams still apply.
  • The use of tools such as distributed checklists help build consensus and trust amongst distributed team members.
  • The practice of actualizing strategic and tactical proxies to eliminate bottlenecks and de-centralize day-to-day decision making.
  • Identifying and reporting on which metrics most effectively measure success and improvement.
  • Effectively and efficiently managing inter-team dependencies in a global enterprise.
  • Recapture time potentially lost by synchronizing with widely distributed teams.
  • Looping globally distributes value streams into coordinated DevOps practices.
  • The future will tend toward more distributed teams, expanded 24-hour DevOps, and global communities of practice.



Wednesday August 9, 2017 2:45pm - 3:15pm
Wekiwa 3&4

3:45pm

Brainwriting: The Team Hack To Generating Better Ideas (Chris Murman)

Abstract:
If you work in an office, your boss has probably forced you into a brainstorming session or two (or 12). Invented in the 1940s by an advertising executive, the purpose was to solicit a large number of ideas in a short period of time. By putting a collective of creative people in the same room, better concepts should come. Sounds very agile.
However, science has shown several times that brainstorming is a terrible technique. It’s cumbersome due to all of the interdependent activities happening at once. When spending time generating ideas as a group, you often spend more time thinking of others ideas than your own.
Fortunately, a relatively unknown technique is starting to gain popularity called brainwriting. Simply put, brainwriting involves a group generating ideas alone and passing them around the group in short bursts. It's a combination of group and individual interactions. Incorporating it into your team events can produce more diverse ideas and provide a friendlier environment for collaboration. In this session, I will review my experience with them in the past year and leave the audience with some tools to bring brainwriting back to their offices.

Lessons Learned from Your Experience:
  • Chief amongst this study were the following keys to my experience with this technique:
  • - The fallacy of brainstorming: appealing to the head and the heart of the matter.
  • - Why the right environment matters for generating ideas.
  • - What exactly makes an idea diverse?
  • - A comparison of individual idea generation vs. group idea generation.
  • - A walkthrough of I used brainwriting in some of my team events.


Speakers
avatar for Chris Murman

Chris Murman

NA, NA
Chris' first job out out of college was the weekend sports anchor at an NBC affiliate. If he had only known what was in store for his career! Interestingly enough, he still loves telling the stories of others around him every day. Each interaction is an opportunity to learn what made you unique, and understand where you came from. Chris thinks if you got to know each other more on a personal level, it would make the tough conversations easier to... Read More →


Wednesday August 9, 2017 3:45pm - 4:15pm
Wekiwa 1&2

3:45pm

Agile’s Future? Skepticism. (Tomas Kejzlar, Fred Williams)

Abstract:
There’s some weird stuff going on in the name of “agile” nowadays. Too many pretty promises, eager exaggerations, and misguided misapplications of misunderstood premises make for troubling times. So what is the future of agile? We want to share with you how agile fails and how agile succeeds. The key to the future of agile is being thoughtful, realistic, and above all skeptical.

Learning Outcomes:
  • - Agile is a mindset & way of work. Not a set of tools and processes.
  • - Agile is not suitable for every situation. Beware of false premises and false promises.
  • - Agile is flexible, which also means capable of distortion. Therefore, there is no unified solution for everybody—we need to use our brains.
  • - No change can be pushed from the top down without explanation or succeed only on the basis of logical reasons that "worked somewhere else".
  • - Small steps and a custom approach tailored to the context (organization, people, ...) is the key to successful agile adooption.


Speakers
avatar for Tomas Kejzlar

Tomas Kejzlar

Agile Coach
Tomas has more than 10 years of experience as a software developer, team leader, senior manager and a agile coach in the banking and pharmaceutical sectors in Prague, Czech Republic. Tomas also lectures agile approaches and organizational change at Czech Technical University.


Wednesday August 9, 2017 3:45pm - 4:15pm
Wekiwa 3&4

3:45pm

To Estimate AND Not To Estimate - going beyond #NoEstimates (Antoinette Coetzee)

Abstract:
The #NoEstimates debate has been going on for about 5 years and still agilists seem to be at loggerheads. It is one of the few issues that spawns contemptuous remarks on social media. Some people dismiss the idea and see it as as an ultra agile practice that is impractical in the "real world", others deem it a vital part of any Agile environment. It has even inspired a book.
To the impartial observer it seems there are many voices, all with some validity and perhaps some shared underlying goals and concerns. Similar to the debates and disagreements in the workplace.
What would a collaborative solution look like? What answers would be available if we put our heads together instead of butting them against one another? What in fact is the problem we are trying to solve?
We would like to invite you to bring your ideas on #NoEstimates to this session, where we will use a Systems Coaching process known as Deep Democracy to hear not only opposing viewpoints, but all voices of the "system" so that participants can garner more systems intelligence and, eventually, move beyond entrenched positions in the current reality. Let's explore together whether there is a place beyond the seemingly binary decision of "to estimate or not to estimate".

Learning Outcomes:
  • N/A



Wednesday August 9, 2017 3:45pm - 5:00pm
Suwannee 11&12

3:45pm

Fragile Agile: Coaching a Tired Team (Anna Obukhova)

Abstract:
As an Agile Coach or Scrum Master do you want to add energy to your team that looks not enthusiastic or resists change? Is is possible to cause harm to your team even with proper Agile coaching? Yes, if you are working with tired, exhausted or even burned-out teams, they do need special treatment, usually counterintuitive to the coaches. Would you like to learn special set of actions, taken from the medical practice, tailored to work with exhausted people? Would you like to experience an upward spiral from tiredness to the true intristic motivation and creativity? Join me in the self test and practical steps discussion what needs to be modified in the coaching and facilitation techniques and in the Agile process that you as a coach or a scrum master can help your worn out team to transition into a better process and produce steady results.

Learning Outcomes:
  • This talk will give a clear idea how the coaching approach should change for working (coaching) with tired agile teams.
  • It includes:
  • - understanding the stage of exhaustion and what is different from the normal state
  • - why traditional Agile transformation might be harmful if the team is tired
  • - What is AgileEnergy phase
  • - dos and donts of working with tired people
  • - tips for coaches and facilitation techniques that will work in such conditions


Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
H2

3:45pm

Excel at Change: The Hidden Differentiator (Jeff Nielsen)

Abstract:
In his original Extreme Programming book, Kent Beck said that we should “embrace change.” A few years later, the agile manifesto told us to “value responding to change over following a plan” and to “harness change for the customer's competitive advantage.” But what does this really mean? What does it look like in practice?
In my work with agile teams over the last 15 years, I've found that few of them are truly skilled at handling change. While they may give lip service to the idea, change more often than not brings frustration, delays, and quality problems. But excelling at change is a skill that can be learned. And the mastery of this skill is what differentiates teams that fully realize the benefits of an agile approach from those who don't.
In this talk, I’ll explore what it means to “excel at change”—both technically and culturally—and discuss some specific ways that individuals, teams, and organizations can get better at it.

Learning Outcomes:
  • Understand why a "change focus" is a key part of the agile mindset
  • See how getting better at change helps us think differently about the future
  • Recognize the differences between teams/cultures that excel at change and those that don't
  • Feel inspired to work on those skills that will help you be better at change


Speakers
JN

Jeff Nielsen

SVP of Engineering, 3Pillar Global
Jeff Nielsen is SVP of Engineering at 3Pillar Global. In this role, he oversees the delivery of technology services to all 3Pillar clients. Jeff is responsible for all development processes in the company and manages numerous global client-based engineering teams. Prior to 3Pillar, Jeff was the CTO and SVP of Delivery at the Santeon Group, where he ran their global software development initiatives and their agile coaching practice. At Santeon he... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
H4

3:45pm

High Performing Teams: Want to watch one in action? Absolutely! (Bryan Miles)

Abstract:
"Companies know that they derive greater creativity and innovation from teamwork - but what, they wonder, makes a great team?"  -Margaret Heffernan
The research is clear: High performing teams are extremely rare, but their ability to impact an organization is limitless. If we know this is what we're aiming for, why is high performance so elusive and how can organizations and leaders create environments where it can flourish?
Through performance and a facilitated conversation, a small music ensemble will offer insights into their organizational dynamics. In this unique session, participants will have the opportunity to watch and interact with a high performing music team (live and in the flesh!), discuss what makes them a great team, and learn about the various roles that make them who they are. Participants will observe and participate in discussions around what makes the team tick and take away practical examples of how you can supercharge the teams you work with or coach.

Learning Outcomes:
  • Participants will walk away from the session with a greater understanding of:
  • 1. What makes a high performing team
  • 2. What behaviors inspire high performance
  • 3. What behaviors detract from high performance
  • 4. The role of leadership in high performance
  • 5. How they can inspire high performance in the teams they work with


Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
Wekiwa 7&8

3:45pm

Develop Better Products by Understanding Jobs-to-be-Done (Ozlem Yuce)

Abstract:
Jobs to be Done (JTBD) is an interview technique and way of thinking for revealing deeper insights into why people choose a product or service. Using JTBD helps us to avoid building stuff that no-one wants. It is a way to better understand what a product or service really needs to do.

Why this matters
The first principle of the Agile Manifesto says: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”. And yet, 15 years later, we still see a lot of organisations delivering software that generates very little or no value. The main reason is quite simple: it doesn’t satisfy customers, because it doesn't help them with their Job to be Done.
No team wants to build a product that no-one wants. Not only is this a waste of time and money, but it is a huge waste of precious human potential. How can we do better?

Stop fooling ourselves
Part of the problem is that we have so many cognitive bias that we have to fight against. We are prone to fooling ourselves into believing that we really do know what customers want – treating bold assumptions as facts.
As a result, we spend most of our time adding new features, iterating on our products and blindly following product roadmaps that actually get us nowhere at all.
JTBD helps us better understand what users and customers are trying to get done, as well as their purchase decisions. Armed with this information we are in a much better position to test different solutions that are more focused on what customers are more likely to actually use.

Learning Outcomes:
  • Understand why JTBD helps us reveal customers needs
  • Learn how to discover the Jobs that customers are trying to do
  • Practice how to interview customers to reveal their JTBD
  • Understand how to incorporate JTBD in your thinking about problems and solutions
  • Learn how to use JTBD as a lens for improving your product/service
  • Understand how JTBD is different to Personas and Empathy Maps
  • Understand how JTBD is different to Market Segmentation


Speakers
avatar for Ozlem Yuce

Ozlem Yuce

Product Development Consultant, Agile@Heart
Ozlem works with teams to quickly develop products and services that truly delight customers. With more than 12 years experience working in e-commerce, software and product development, she has worked with everything from Fortune 500 behemoths to fast-growing Inc 5000 startups. | | Ozlem has a degree in Economics and has lived in 7 different countries including 5 years in Denmark working for Maersk. Along the way, Ozlem has engaged with all... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
F1

3:45pm

Transformational Innovation : How Agile Methods can Benefit from Systems Thinking (Kishau Rogers)

Abstract:
Transformational innovation requires a deep understanding of and commitment to addressing mental models which are often the cause of broken systems. This presentation will demonstrate how agile methods can benefit from a better understanding of the bigger picture. It has been stated that “more software projects have gone awry from management’s taking action based on incorrect system models than for all other causes combined.” Many development project failures are rarely technical and can often be attributed to unintended consequences due to a lack of understanding of people, policies, and other impacted systems.
This workshop will present useful techniques for achieving technical excellence by using technology as a tool, agile as the method and systems thinking principles as the foundation. We will cover three case studies which demonstrate how "mental models" have impacted technology projects in the areas of health, technology, and business. We will discuss how to integrate three systems thinking strategies into your service delivery operations: causal loop diagrams for aligning mental models, iceberg model for problem-solving and double loop learning for making transformational improvements.

Learning Outcomes:
  • Introduction to Systems Thinking
  • Casual Diagrams and Feedback Loops
  • Problem Solving with Iceberg Theory
  • Double Loop Learning


Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
F4

3:45pm

Disciplined Agile Master Class: Agile for the Enterprise (Scott Ambler, Mark Lines)

Abstract:
Teams within your organization have been experimenting with agile techniques such as Scrum, continuous integration (CI), and agile testing and have shown promising results. But people within your organization still have significant reservations about this new development strategy. How does modeling and documentation fit it? How do you ensure your organization’s long-term goals are still being addressed? How does this approach scale to large teams, to distributed teams, or to regulatory environments? How do you govern these agile teams effectively?
Agile transformation is hard because cultural change is hard. It’s not one problem that needs to be solved, but a series of hundreds decisions affecting lots of people over a long period of time that affects relationships, processes, and most importantly the mindset of those working within the change. Disciplined Agile (DA) is unlike any other framework, because it’s based on empiricism, industry data and industry adoption of modern agile practices. The result is a huge wealth of structured information that allows you to map your challenges into a decision structure of proven strategies that other enterprises have found to work in practice. In effect you can apply the DA framework to identify process improvements that reflect the actual situations faced by your teams.
In this workshop you learn how to go beyond Scrum and Kanban to take a disciplined, modern agile approach to solution delivery that provides a foundation from which to scale. To help cut through some of the agile rhetoric, industry statistics will be shared throughout this workshop. This is a collaborative workshop were participants will work in small teams to describe how they would address common scenarios faced by agile teams in modern organizations.

Learning Outcomes:
  • Discover how organizations around the world are implementing agile in enterprise settings
  • Discover how agile solution delivery works from beginning to end
  • Learn about the choices you have available to you so that you can adopt a strategy that works for you
  • Gain first-hand knowledge about the DA process decision framework and its application from its co-creators


Speakers
avatar for Scott Ambler

Scott Ambler

Senior Consulting Partner, Scott Ambler + Associates
Scott is a Senior Consulting Partner of Scott Ambler + Associates, working with organizations around the world to help them to improve their software processes. He provides training, coaching, and mentoring in disciplined agile and lean strategies at both the project and organizational level. Scott is the founder of the Agile Modeling (AM), Agile Data (AD), Disciplined Agile Delivery (DAD), and Enterprise Unified Process (EUP) methodologies. He... Read More →
avatar for Mark Lines

Mark Lines

Managing Partner & Agile Coach, Scott Ambler + Associates
Mark is an Enterprise Agile Coach, change agent, and co-creator of the Disciplined Agile Delivery (DAD) framework. With Scott Ambler, he is co-author of Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise. He helps organizations all over the world transform from traditional to agile methods. He writes for many publications and is a frequent speaker at industry conferences. Mark blogs about DAD at... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
I3

3:45pm

Humanizing Large Scaled Transformations FTW! (Nivia Henry)

Abstract:
It has become all the rage to utilize scaling frameworks to introduce agile in a synchronized and replicable fashion in the enterprise. Having been an enterprise coach for years, I understand the need for such a systemic approach. Oftentimes, what gets lost in these transformations is the humanistic perspective. We get so focused on the framework, that we forget the people.
Join me and fellow participants in a discussion of five key actions that help to humanize transformations: defining the mission together; identifying the value stream; team self-selection; team bootstrap; and keeping the spirit alive post-transformation. This is not another framework, these are deceptively simple steps anyone can take to put people first in their transformation.
Who will benefit from the session?
-Those considering using a scaling framework and lack direct experience
-Those in the middle of a transformation but feel stifled by the structure and lack of innovation
-Those who are nearing the end of their transformation and wonder how to sustain the new culture

Learning Outcomes:
  • Five practical steps for organic scaling that harnesses individuals motivations into meaningful impact:
  • Step 1. Collaborative mission-building: an approach for identifying and articulating the desired business outcome as an invested team
  • Step 2. Value-stream mapping: using a well-known model that identifies the work needed to deliver a product or service
  • Step 3. Team self-selection: a method that empowers teams to self-select their teams based on the value stream identified
  • Step 4. Team bootstrap: a checklist of actions critical to starting a team on the right foot
  • Step 5. Keeping the spirit alive: a discussion about what to expect 3, 6 and 18 months after the initial transformation


Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
Wekiwa 9&10

3:45pm

On Track: The ART of avoiding a Train Wreck (Em Campbell-Pretty)

Abstract:
Since Agile 2013, the "Agileness" of the Scaled Agile Framework (SAFe) has divided the agile community. Four years on SAFe still has its critics, however according to the 11th Version One State of Agile survey, SAFe is the most widely used of the formal agile scaling methods. So regardless of whether SAFe is Agile, it is being implemented widely, so perhaps it is time for a conversation about the practicalities of succeeding with SAFe. How does one succeed with SAFe? What are the common mistakes that can lead to train wrecks?
Em Campbell-Pretty is one of the world's most experienced SAFe practitioners, having been applying SAFe in the field since before it was called SAFe! In this session she will share war stories and lessons learned from 6 years working with SAFe at some of Australia's largest enterprises.

Learning Outcomes:
  • 9+ tips to avoid a train wreck when implementing SAFe


Speakers
avatar for Em Campbell-Pretty

Em Campbell-Pretty

Partner, Context Matters
Em is a Partner at Context Matters, Australia's leading Enterprise Agile consultancy. After close to 20 years in business management roles within multinational blue chip corporations, Em discovered Agile and became passionate about the chance it provides to align business and IT around the delivery of value. In 2012, she launched Australia’s first Scaled Agile Framework (SAFe) Agile Release Train. The story of the cultural transformation that... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
I2

3:45pm

Change Artist Super Powers: Leading Change in an Agile Manner (Esther Derby)

Abstract:
"They are resisting." "This shouldn't take so long." "We must hold them accountable to new behaviors." These are complaints I have heard from people working on Agile transformations.
It is true that change often happens more slowly than we'd like. Most organizations have built up processes, organizational structures, and formal and informal incentives that are designed for stability, not flexibility and change. Training and coaching won't overcome this organizational gravity. Sanctions and other forms of pushing also don't help, and certainly aren't truly leadership.
What does work is Change Artistry--skills and judgement to know when and what to nudge to lessen the tug of gravity and allow new practices to take hold. When it comes to leading organizational change, these are my Change Artist Super Powers: Curiosity, Observation, and Experimentation.
In this session, I'll explore the power of curious questions to reveal dynamics, interactions, and habits that hold the current pattern in place. I'll discuss the how and what of observation, and how to make sense of what you see. I'll share a template for experimentation--micro changes--that will help you lead the way to big changes.

Learning Outcomes:
  • Pushing inspires push back.
  • Leading change with curiosity, observation, and experimentation helps you and others to see additional options for action.
  • How to pique your own curiosity, and ask questions that will reveal the dynamics of the current pattern.
  • How and what to observe, and how to make sense of your observations
  • A simple template for organizational experiments


Speakers
avatar for Esther Derby

Esther Derby

esther derby associates, inc.


Wednesday August 9, 2017 3:45pm - 5:00pm
I1

3:45pm

Experimental Agile (David Wallace)

Abstract:
One of the 4 main points of the Agile Manifesto is individuals and interactions over processes and tools. But over time many organizations have begun implementing Agile “standards” and a prescriptive way of implementing Agile across their teams. And while some boundaries may be necessary, often this leads to the processes taking precedence over what is best for the team and stifles organizational learning.
This workshop will discuss how to use experimentation to break out of your Agile rut and spark a culture of curiosity and learning across your organization. Using real-life examples and opportunities for brainstorming you will see how you can apply the use of experiments to help safely solve problems while minimizing the risk of an experiment gone wrong. Yes, you can learn even from failed experiments. No beakers, test tubes or lab coats required.

Learning Outcomes:
  • Challenging people to evaluate prescriptive practices they may have in place
  • Generating ideas for how to help your teams learn what works best for them
  • Understanding how to structure experiments to be measurable and minimize risk
  • Learning from the experiences of a larger group

Attachments:

Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
I4

3:45pm

How to create a learning culture that fosters growth to enable craftsmanship (Maarten Kossen)

Abstract:
The growth of an organization is linked to the growth of the people within that organization. But how do you create a learning culture in an organization in which people can grow? How do you keep fostering and nurturing that growth? How do you enable craftsmanship?
In order to grow, (software) companies these days need a different kind of different kind of environment for their people to excel in. During this session I’d like to share lessons that will help you enable an environment of learning and growth in order to enable craftsmanship, with a focus on software development environments. Because for years and years the world has established software development as something comparable to making hamburgers at McDonald’s, rather than the creative craft is actually is. As with any craft, it requires craftsman. But how do people become craftsmen and how can you enable an environment in which they can?
We'll explore what the current situation is in many companies, why it needs to be changed and how we can change it. We'll explore how we can create a learning culture within organizations in which people can grow and we'll have a look at how to maintain that culture. Finally, we'll go over some tools and practices that may help with that, focused on software craftsmanship within an agile context.
As someone that has experienced the transition from “code monkey” to craftsman and someone that has seen (and still sees) companies every day that face this challenge, I’ll introduce a number of actual client stories that may help the audience find the answers they need. I’ll also ask for input from the audience on their experience with growth and craftsmanship.

Learning Outcomes:
  • Understanding the importance of the growth of people within a company
  • Insights into how to create and/or enable a learning culture in which people can grow
  • Understanding creativity within an agile software development organization and its boundaries
  • Understanding the changing need from both a craftsman's as well as an organization's perspective
  • Practices that will help craftsman become better or will help "code monkeys" become craftsman
  • Your own insights shared at the end of the session and summarized in a blog post (written by the speaker)


Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
H1

3:45pm

The Ultimate Agile Mix Tape (Tommy Norman)

Abstract:
All the major Agile approaches (Scrum, XP, Lean, Kanban) have their own areas of focus and specific practices, but since they all have a common ground of values and principles there is plenty of opportunity to blend them to find the best process for your organization. Some practices may cause friction and even outright conflict with each other, but when you understand the underlying reasons behind them you can better determine which ones will suit your environment and company values. When you start with your end goal in mind and work backwards from there, you can go beyond comparing the practices of different approaches in an effort to find the perfect one and move to aligning to the strengths and areas of focus behind these practices. This session outlines the core strengths and focuses of the major Agile approaches and where the align nicely, somewhat fit together, and conflict. We will cover many real world scenarios of these types of hybrid implementations as well as how they succeeded and failed. Come prepared to share your own goals and stories!

Learning Outcomes:
  • Identify core strengths and practices or Scrum, XP, Lean, and Kanban,
  • Identify where these approaches align and where the conflict.
  • Identify patterns in your organization that align with different combinations of approaches.


Speakers
avatar for Tommy Norman

Tommy Norman

Senior Consultant, Holland Square Group
Tommy Norman is a Senior Consultant with Holland Square Group leading their Agile Solutions group. For over 17 years he has been helping clients build solutions using both Agile and traditional approaches as a Certified Scrum Master / Practitioner as well as a Microsoft ALM MVP. Tommy is a coordinator for the Nashville Agile User Group, one of the original founders of the devLink Technical Conference, a past president and board member of the... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
H3

3:45pm

When Worlds Collide: When Agile Teams Meet Rigid Organizational Process (Ian Eshelman, Cindy Hembrock)

Abstract:
Is agile stuck at the team level in your organization? Is there hope for a more agile enterprise when finance, project management, and portfolio prioritization processes are so rigid? How can we truly evolve to an agile organization when cost containment gets all the headlines and audits loom?
Mastercard is transforming the way the organization thinks about agile for the enterprise. In this session, we will share the details of our journey to organizational agility at Mastercard - even when team level agility is mixed. We will explain how we spread team level agile into the program and portfolio layers, affecting everything from annual budgets and planning to project estimation and support services. You will learn ways to tackle the rigid discipline of software capitalization without tracking hours. We will discuss how we balanced compliance concerns with the flexibility of agile development.
This session goes beyond the theory. We will dig into the details and and share the opportunities and learnings we've had along the way. Through the lens of technology business management, you will see how to shift the perception of the IT department from being a cost-center to a value driver. Attendees will have the chance to have a dialogue on concrete practices to bridge the traditional rigidity of finance and planning with agile practices.

Learning Outcomes:
  • More effectively track work and effort without the administrative burden of hourly time tracking
  • Relentlessly prioritize initiatives while satisfying the organization’s need to manage in quarterly and annual increments
  • Transition planning conversations from “project cost estimates” to “program value creation”
  • Consistently manage work across teams at very different levels of maturity from agile purists to waterfall traditionalists
  • Show status without hours and hours of powerpoint manipulation (aka making up the story)



Wednesday August 9, 2017 3:45pm - 5:00pm
F3

3:45pm

Agile Product Thinking: Stalwarts talk with Jeff Patton (Jeff Patton)

Abstract:
This session is about product thinking, product ownership, and how to give customers and users what they need and not just what they ask for.
There’s always too much to build. Always. And, most of what we build doesn’t succeed. At least not to the level we’d hoped. Agile development alone doesn’t solve this biggest challenge with software development, and all product development for that matter. But, contemporary product thinking does bring us some practices that do help.
Come chat with Jeff and discuss the essentials of product thinking and how we use product discovery approaches to articulate and test solution ideas quickly and cost effectively before fully investing in production software. Feel free to ask questions about how stories and story maps can help, and any other product development questions that might come to mind.

Learning Outcomes:
  • N/A


Speakers
avatar for Jeff Patton

Jeff Patton

Chief Troublemaker, Jeff Patton & Associates
Jeff makes use of over 20 years of product design and development experience to help companies create great products.Jeff started in software development in the early 90s as a project leader and senior developer for a small software product company. There he learned that well written code, and fast delivery isnt the secret to success, its just table stakes. Its actually deep understanding of your customers and users coupled with a desire to... Read More →


Wednesday August 9, 2017 3:45pm - 5:00pm
Wekiwa 5

3:45pm

Use Tables to Drive out Ambiguity/Redundancy, Discover Scenarios, and Solve World Hunger (Ken Pugh)

Abstract:
Ambiguous or missing requirements cause waste, slipped schedules, and mistrust with an organization. Implementing a set of misunderstood requirements produces developer and customer frustration. Creating acceptance tests prior to implementation helps create a common understanding between business and development.
Acceptance tests start with communication between the members of the triad- business, developer, and tester. In this session, we specifically examine how to use tables as an effective means of communication. Employing tables as an analysis matrix helps a team discover missing scenarios. Redundant tests increase test load, so we show how performing an analogy of Karnaugh mapping on tables can help reduce redundant scenarios. We demonstrate that examining tables from various aspects, such as column headers, can reduce ambiguity and help form a domain specific language (DSL). A consistent DSL decreases frustration in discussing future requirements.
We briefly show how to turn the tables into tests for Fit and Gherkin syntax.

Learning Outcomes:
  • • How to elicit details of a requirement using tabular format
  • • How to use tables to search for missing scenarios in acceptance tests
  • • How to discover ambiguity and redundancy in acceptance tests
  • • A way to logically connect tables to classes and modules
  • • How to break complicated requirements represented by tables into smaller ones

Attachments:

Speakers

Wednesday August 9, 2017 3:45pm - 5:00pm
F2

3:45pm

UX and Service Design at the Front-End for IT Projects to Improve Quality and Alignment (Robert Frohman, Melanie St James)

Abstract:
Let’s face it. We are problem solvers. Our IT organizations excel at identifying and deploying solutions. But why are we still witnessing waste and inefficiency even with highly agile delivery teams? Part of the challenge lies at the front-end of the value stream, in clearly defining the problem, identifying desired outcomes and remaining flexible enough to incorporate feedback as the team adapts.
It is necessary that teams have the right skills to assess and balance trade-offs between technology solutions and the needs of the end user and to prioritize feedback. Product Development organizations typically possess these skills, often associated with product management and product ownership, however, IT organizations may lack them. An option to fill this gap is to include people with skills from the fields of User Experience, Service Design, Human-Centered Design and/or Design Thinking.
Why? Because the best UX thinkers are system thinkers who can research and articulate user needs within the context of complex tasks and ecosystems, down to the granularity of the usability of a single mobile interaction. Many UX practitioners are borrowing from Service Design to present journey maps highlighting business opportunities that would have otherwise gone unnoticed. UX is also borrowing from Design Thinking to guide ideation exploring multiple solutions.
IT teams that incorporate UX thinkers early in the value stream are more effective at assessing and prioritizing feedback which helps bring alignment across stakeholders, users, and the project team. This alignment brings efficiency and cohesion to IT projects, greatly increasing the chances of project success.

Learning Outcomes:
  • Review principles of a mature UX process and be able to articulate how UX can contribute to developing a stronger project foundation
  • Gain familiarity with Service Design and Design Thinking
  • Have a new lens through which to plan future projects



Wednesday August 9, 2017 3:45pm - 5:00pm
Wekiwa 6

4:30pm

The Scrum Reboot – This Time with Scrum Values. (Dave West, Richard Gratton)

Abstract:
Like many companies, Intralinks started their Scrum and Agile journey many years ago, but recently have felt that they were not getting the returns on that investment that they expected. Yes, they were using the words, they assigned the roles, they respected and follwed the ceremonies, but their adoption of Scrum had lost that ‘Agile feeling’ and it felt for many that they were going through the motions. It was time for a Scrum and Agile reboot. What did they miss the first time around?
In this presentation hear Richard Gratton VP Product Management of Intralinks and Dave West, CEO and Product Owner Scrum.org describe the journey Intralinks went through and how a reboot can reset priorities regarding what it really means to adopt Scrum. The second time around, it’s not just about the Scrum teams, it’s about the whole organization, and it’s about what it really means to go Agile.

Lessons Learned from Your Experience:
  • Learning outcomes
  • • How you know you need a reboot – the signs that your Agile adoption is in name only.
  • • Manage the tough sell of persuading management they need to re-invest in their Agile.
  • • Meet in the middle with bottom-up and top-down Scrum value culture shifts.
  • • What a reboot looks like and why it is aways harder than the first time.
  • • The results at Intralinks.



Wednesday August 9, 2017 4:30pm - 5:00pm
Wekiwa 1&2

4:30pm

Integral but Insufficient: Why the Future Needs More than Agile to be Successful (Mike Griffiths)

Abstract:
While agile is the best starting point I know of, it alone will not ensure your project or product is successful. I have failed many times using agile with smart, motivated teams despite being deeply involved in agile approaches (I helped create DSDM in 1994, have used agile for 20+ years and served on the board of the Agile Alliance). I have however, also been fortunate to work on many successful projects and with some award-winning teams and have come to realize they all use agile alongside other strategies and approaches; sometimes at the forefront, often times in the background.
This is obvious once you see it, but rarely is it discussed or supported by models or literature. Successful teams use a savvy combination of agile, leadership, domain-specific skills and traditional approaches where they make sense. I believe the future of agile software development will include tools to help navigate this mix of approaches and choose the best combination for the endeavor at hand. Knowledge is weightless whereas processes and ceremonies come with a burden of execution, so we need to choose wisely the approaches we adopt and continue learning from a diverse spectrum of knowledge.

Learning Outcomes:
  • Understand that agile is a powerful approach, but only one of several approaches that can be used to successfully deliver products and projects.
  • Appreciate that all processes and ceremonies add weight to a project team, but knowledge is weightless and can be applied without penalty.
  • Gain strategies for determining when to apply certain knowledge and skills, tools and techniques
  • Learn how to blend agile with other approaches to be more successful in more situations.

Attachments:

Wednesday August 9, 2017 4:30pm - 5:00pm
Wekiwa 3&4
 
Thursday, August 10
 

9:00am

Iterative Ethics: Can our moral compass be agile? (Will McNelis)

Abstract:
Our moral and ethical landscape has changed greatly over the last 100 years. We used to be able to view the world very much in terms of right and wrong, black and white, but today we are constantly operating in shades of grey.
We have a recipe for disaster when this is coupled with the fact that everything in our life is now run by software. We must have a way to iterate on our values, morals, and ethics to ensure we are aware of the dilemmas we face daily and the impacts of our choices.
In this session, we will cover codifying a team's ethics to be in line with their companies’ values, and include this in their definition of done (project, feature, story). We will then discuss techniques to review and iterate on ethics in line with the usual feedback cycles.
Basically, let's make sure our work is something we would want to bring home to our mum.
Coming from experience in his current coaching role in the Australian Gambling industry coupled with a background of delivering agile marketing strategies and technology across the Asia Pacific region, Will is uniquely positioned to highlight ethical and moral success stories as well as failures.

Learning Outcomes:
  • Appreciation for the need to consider ethics as part of all of our work
  • A call to action to codify teams' moral compass in line with companies' values
  • Take away ideas to add ethics and morals to story, feature, and project level definition of done


Speakers

Thursday August 10, 2017 9:00am - 9:30am
Wekiwa 3&4

9:00am

Don’t write that cheque! It’s time to ditch big upfront funding. (Linda Luu)

Abstract:
Organizations have typically adhered to an annual budgeting ceremony where funds are allocated across an organization to a variety of program and project areas. The purpose is to realize the organization’s strategy. Unfortunately, the success of this approach is mixed at best. Funding is decided upfront based on assumptions that are poorly understood. Once work is broken down there is little connection to the organizational value it’s supposed to deliver. There is little accountability for business results the further a team is away from executive leadership.
Value Driven Management (VDM) is a way of working that advocates embracing agile principles throughout the entire organization (including Finance, HR, PMO, Product, Program, Portfolio). This approach enables leaders to steer their strategic portfolio more deliberately to maximize value from investments and realize the outcomes earlier.
This talk will introduce Value Driven Management, cover case studies and practical examples, end with an interactive exercise on getting started with VDM in your organization, and leave the audience with lessons learned.

Learning Outcomes:
  • Learn how to confront waterfall business practices and their limitation on your organization’s ability to scale agility
  • Build a lean / agile organization at scale focused on changing the way investments are allocated and value is measured
  • Gain buy-in from executive stakeholders, business collaborators and delivery team members to embrace this new paradigm


Speakers
avatar for Linda Luu

Linda Luu

XD, Analytics, Product, ThoughtWorks


Thursday August 10, 2017 9:00am - 10:15am
Wekiwa 5

9:00am

Ethics and Innovation in Software Development: Hope in the Agile Movement? (Nathaniel Cadwell)

Abstract:
The tension between creating a new technology and it's potential use or misuse is an age old story. In the myth of Prometheus, the gift of fire to humans results in eternal punishment. Our ability to create innovative technology often outpaces our understanding of its implications.
In a little under two centuries computers have moved from the laboratory to ubiquity with the effect that what we create now has serious consequences for the lives of our fellow human beings.
Do the values of the agile movement provide some inspiration in considering the welfare of others beyond team mates or users of our software? What are our individual responsibilities in what we create? What would it look like if ethical considerations were part of our decision making? What would it be like if we considered not only ‘can’ we build it, but ‘should’ we? Can we imagine a better future, and if so how might we begin that journey?

Learning Outcomes:
  • Group discussion and workshop


Speakers
NC

Nathaniel Cadwell

Agile Coach and Consultant, LiftHand
Nathaniel Cadwell has over fifteen years of consulting experience in: software development, agile enablement, and change management. Over the course of his career, he has helped organizations achieve dramatic improvement in their software delivery. In his current role, Nathaniel is an agile coach helping individuals, teams, and organizations on their path to agility. His experience spans from large multi-team engagements with Fortune 50... Read More →


Thursday August 10, 2017 9:00am - 10:15am
Suwannee 11&12

9:00am

Coaching where you live: An internal coach’s perspective on how to thrive (Jennifer Honermann)

Abstract:
Are you struggling to tell the story of why your organization needs internal coaches? Are you an internal coach and perceive the value you provide is not understood? Struggling to build influence with leaders in your organization? Are you wondering how to navigate through being a servant leader in an organization that measures your success by the results that you deliver? Are you interested in connecting and learning from others that share the same challenge and passion? 
If so, this session is for you! I will share my own personal experience at Capital One in creating the support and space for internal coaches as well as my toughest lessons learned. This session will include not only my biggest lessons learned, but also create the space for you to refine your personal elevator pitch, and give you an opportunity to connect with and learn from other internal coaches. 
You will walk out of this session with:
1) Your own elevator pitch on why what you do makes a difference.
2) Techniques to bring back and try within your organization.
3) A bigger network of other internal coaches.

Learning Outcomes:
  • Tips and techniques to apply within your own organization to help root your internal coaching practice.
  • Tips, techniques, and resources to stay fresh, current, and relevant as a coach in an organization that you permanently live in.
  • A greater network of internal coaches to collaborate with in the future.



Thursday August 10, 2017 9:00am - 10:15am
Wekiwa 7&8

9:00am

Moral Foundations Theory: to help address conflict (Linda Rising)

Abstract:
It seems like the world is becoming more divided. People around the world are taking sides. This is nowhere more evident than in the United States where the last presidential election left the citizens asking serious questions about those on the "other side." You hear, for example, "What's wrong with those people? They don't seem to think logically. How can we have a conversation when they are so resistant to hearing other points of view. The truth is, we are all biased. The truth is, we filter all information. The truth is, we reach conclusions using our own version of logic and once we get there, we're really reluctant to change. This is a big problem and I don't even have the slightest hope of solving it, but I have discovered some interesting research that has helped me develop better ways of listening and communicating and I would like to share that in this workshop. The research is based on Moral Foundations Theory. I hope to provide enough of an overview so that participants can begin to practice it and leave with a new set of tools for overcoming conflict.

Learning Outcomes:
  • Participants will learn the basics of Moral Foundations Theory and will have had a chance to apply the theory in a scenario with a small group.
  • In brief, the 5 foundations of morality are as follows:
  • (1) Harm/care. We have strong feelings about those who care for others or cause them harm. Liberals care more about this than conservatives.
  • (2) Fairness/reciprocity. Liberals care more about this than conservatives.
  • (3) In-group/loyalty. The foundation of cooperation. Conservatives care more about this than liberals.
  • (4) Authority/respect. Conservatives care more about this than liberals.
  • (5) Purity/sanctity. A lot of this is about what you're willing to touch, or put into your body. Conservatives care more about this than liberals.
  • When issues arise that are important to us we justify our stance by using the values that are most important to us. For liberals: (1) and (2) above, for conservatives: (3), (4), (5).
  • Experiments show that after receiving this information, both liberals and conservatives still argue their points by basing their reasoning on the values that they hold dear, when the research shows they would be more effective if they used the values that are most important to the other. This, of course, is true for any point of view. We're often told to put ourselves in the other person's shoes and to see the world as the other person sees it. The astounding thing about this particular research is that people are more convincing when they base their arguments on the other person's point of view but they refuse to do it. We obviously need practice. That's what this workshop will be all about. We will pair up and practice arguing from both sides. One argument will be easy but the other argument will be very, very difficult. Good for the brain.


Speakers
LR

Linda Rising

Linda Rising LLC


Thursday August 10, 2017 9:00am - 10:15am
I1

9:00am

Continuous Product Improvement (Melissa Perri)

Abstract:
While developing products, we usually rush through the designing, speccing, and building processes without stopping to analyze if we are building the right things for our customer. We ship feature after feature out the door, and never return to make sure it is solving the problem or hitting our goals. Many Product Management roadmaps and processes don’t even include time to look at existing products and improve them.
The notion of Continuous Improvement has long been encouraged in software development practices, but what about Product Management? If we only improve the development side, we only solve half of the problem. We end up creating really fast and efficient processes to develop products that users end up hating.
In this hands on workshop, we'll learn how to use Continuous Improvement techniques during product development, especially during the discovery phase, to create products that achieve business goals and satisfy user needs. I'll introduce the concept of The Product Kata - a routine that will get your team identifying and solving problems like second nature. Then we'll learn how to put it into practice with an exercise in making "Kata Pizzas" for our customer. We'll wrap up with a discussion on good product strategy that allows the team to focus on learning and experimentation.

Learning Outcomes:
  • Understand the problems with current Product Management practices that inhibit learning
  • Learn the Product Kata technique to adopt continuous learning principles in the team
  • Learn how to set effective Product Strategies that allow for experimentation and learning
  • Introduction to the Toyota Kata techniques and processes
  • Learn how to stop building useless features by taking the time to learn


Speakers
avatar for Melissa Perri

Melissa Perri

Founder & Principal Consultant, ProdUX Labs
Melissa Perri is the founder and principal consultant of ProdUX Labs (produxlabs.com). She is a teacher and speaker on Product Management, using her experience to help companies find the best ways to work. Before founding her previous venture FlowsBy, Melissa was a Product Manager and UX Designer at startups in NYC. She also teaches Product Management at General Assembly, and runs workshops on Product Management for companies and startup... Read More →


Thursday August 10, 2017 9:00am - 10:15am
I2

9:00am

The 5 Dimensions of great products (Valerio Zanini)

Abstract:
To build great products, those that deliver an awesome experience that customers love, we need to broaden our view to the product experience as a whole, and not just the tangible aspects of a product. The traditional Software Development Life Cycle view is not enough, as it only focuses on the physical implementation (software development). In today’s world, to build a successful product, building a “thing” is no longer enough. You need to have a broader look that includes the whole customer experience around your product. Marketing, training, support, maintenance, partnerships with resellers, retail locations, a sales team can all be parts of your awesome product experience.
We need a new approach, to plan for both tangible and intangible aspects of a product experience. We need a 5D vision of the Product Experience. The 5 Dimensions of product management (DISCOVER, DESIGN, DEVELOP, DEPLOY, DELIVER) help us in creating a product from ideation to launch with a step-by-step guide across each phase. The framework organizes techniques that product managers can employ to create awesome products. This session presents the 5D Vision framework through a combination of lectures, group exercises, and real-life stories. Participants actively create and organize their 5D Vision framework in a collaborative exercise. Learn about Design Sprints, Customer Journey Maps, Prioritization techniques, Development and Testing, Launch plan, and Delivering success.

Learning Outcomes:
  • - What is a great product
  • - Going beyond building "the thing"
  • - Delivering a great customer experience
  • - The 5D Vision framework
  • - Using the right tools for each phase.
  • - Deployment is not the goal. Delivery is.
  • - What is Delivery? What is a great customer experience?
  • - How do we measure a great customer experience?
  • - Familiarity and context for several methodologies including Design Thinking/Design Sprints, Customer Journey Maps, Product Journey Maps, ATDD, MVP, Metrics-based delivery

Attachments:

Speakers

Thursday August 10, 2017 9:00am - 10:15am
F3

9:00am

Containerize your Enthusiasm: Docker & Containers as a path to Scaling Agile and DevOps (Anders Wallgren, Avantika Mathur)

Abstract:
To be effective with agile development and with your DevOps implementation, you need to have solid technical practices. Container technology – such as Docker – can be incredibly instrumental in making your developers more agile, and help you scale your DevOps practices throughout the organization. On the other hand, when not implemented properly, container initiatives often introduce numerous challenges and requirements – particularly on your Operations teams – and could put your releases at risk.
In this talk, we will review the pre-requisites for creating an effective development and delivery pipeline powered by containers, to enable you to:
  • Empower your developers to be self-sufficient and wicked fast
  • Give your Ops team - and the business - confidence in what’s “inside the box”, so they can ensure the containers your developers produce can be managed in production, at scale.

Learning Outcomes:
  • The implications containers have on your DevOps processes and agile implementation
  • How to set up a delivery pipeline using containers and free tooling to dramatically increase your agile throughput
  • Special considerations for container-based application pipelines
  • How to incorporate the right checks and balances so your Operations team feels comfortable with what goes inside the containers
  • Some use cases along your pipeline that are prime for starting your container journey
  • Enabling containers at scale in production
  • Managing pipelines for container-based applications alongside “traditional” releases
  • Bonus: should you go all-in for continuous deployments? and how to get there



Thursday August 10, 2017 9:00am - 10:15am
Wekiwa 6

9:00am

Everything Object-Oriented Design Taught Me About Leadership (Daniel Davis)

Abstract:
Most senior software developers eventually find themselves in a position of leadership. About two years ago, I was in the same boat, being asked to take over as tech lead for a large agile project. I felt unprepared, I didn't know the first thing about being in charge! I found myself falling back to the thing I had spent years learning: object-oriented design principles.
In this talk, I'll walk through some of the parallels between clean coding and leadership. I'll discuss some design anti-patterns with different styles of leadership and how to avoid falling into classic management traps. If you've always felt like your bosses treat you like a class with too many responsibilities, come learn how to code better leadership!

Learning Outcomes:
  • Several examples of design patterns that can be applied to team leadership
  • A refresher on some object-oriented design best practices
  • An understanding of classic management myths and why they don't apply to leading software teams
  • A couple of good book suggestions for learning more about leadership
  • Reassurance that they are capable of leading teams and it doesn't require fancy training


Speakers

Thursday August 10, 2017 9:00am - 10:15am
F4

9:00am

The pursuit of DevOps: 3 unique Microsoft journeys leading to a customer-focused path (Leah Clelland Jochim, Martina Hiemstra)

Abstract:
Many ask how do Agile and DevOps fit together? Even more importantly, how do you get there? Three of Microsoft's largest divisions started with radically different approaches and have had very unique journeys. Ironically, they have come to very similar live-site, customer-based and Agile places. One of the Product Groups releases daily thanks to 36,000+ automated test cases. Another flights on demand daily and continues to see increases in quality and customer satisfaction. Microsoft IT is the newest on this journey and has succeeded in key service offering areas to attain early DevOps results.
This session will candidly share the unique approaches, challenges and learnings along the way for these massive organizations spanning 15,000+ employees. It will provide the opportunity to understand the key investments and changes these organizations had to make to help Microsoft accelerate its digital transformation. You will have the opportunity to ask questions on how this can be applied to your organizations. This interactive talk will be especially applicable to those change agents seeking to influence enterprise level transformation. This session will include real-time surveys with participants to spot check whether attendees are actively trying similar tactics and if they are working for them too.
Key learning goals for this session are to share the different strategies to get to DevOps at scale, their pros and cons from real world journeys. This presentation embraces the principle of Kaizen and the benefit of learning from others.

Learning Outcomes:
  • To learn from 3 different enterprise strategies to attain DevOps at scale including their pros and cons from real world journeys.
  • Key themes that will be emphasized as recommended practices are automate everything, accountability matters, scale requires support (i.e. Coaching) to scale with it, leadership support needs increase as you grow, Lean-Agile is a winning transformation combination, focus on leaning out the pipeline of activities, and engage your customers on multiple levels.
  • Specifics for tools and practices in each of the themes will be shared (i.e. proven testing techniques and tools to help with automation).

Attachments:


Thursday August 10, 2017 9:00am - 10:15am
F1

9:00am

Agile Transformations Beyond Teams (Bill DeVoe)

Abstract:
Agile transformations are usually focused on our IT organizations. As change agents, we've become adept at changing our software teams but we often experience resistance when talking with groups outside of IT - in particular HR and Finance. If your people systems use carrots and sticks and your company funds projects, not teams, your transformation won't see it's maximum benefit and may flounder. In this talk, I'll discuss how I've engaged HR and Finance teams to bring them along the agile path. We'll cover common challenges and missteps and how to address them. And I'll provide you with talking points and practical actions you can take immediately to start making changes to your whole company and effect transformations beyond your teams.

Learning Outcomes:
  • Participants will understand the roots of resistance to agile from HR and Finance teams. They'll leave with talking points to bring to their departments and action plans on what they can do to start working with those departments to transform them to support an agile framework.


Speakers

Thursday August 10, 2017 9:00am - 10:15am
H2

9:00am

Putting the Customer First in Enterprise Agile Frameworks (Christopher Ruch)

Abstract:
Where has the customer gone in large scale enterprise agile frameworks? Customer Collaboration is one of the main tenants of the Agile Manifesto, but it seems that have we lost touch with this concept as we have scaled agile into large organizations. If we look at the SAFe Big Picture, the customer is represented, but only at the end of t