Agile2017

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

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

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

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

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

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

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

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

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.

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

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

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

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.

Abstract:
Agile for data-focused teams is gaining momentum. Data industry thought leaders offer prescriptive practices such as specific data-management tools or evolutionary data modeling techniques, and others don’t believe these things are as important as simple Agile principles and practices. Some data teams successfully apply pure Scrum, Kanban or XP; others find combinations of or adaptations to these frameworks work better for them. Some create brand new “Agile” methodologies, while others simply give up and go back to their traditional methods.
Given the wide variations we face in work that can be simple, chaotic, complex and/or complicated, it’s no wonder we struggle to adapt to agile principles and practices while keeping the wheels on our bus (pun intended).
Some of the questions we will consider in this session include, but are not limited to:
• What problems are we trying to solve by becoming more Agile in data-focused work? What problems get created in the process?
• Is Agile really applicable to data work, or is it not worth the effort in the end? Is it better to do things the way we’ve always done them, and get the same results we’ve always achieved? Is predicable underperformance better than unpredictable success?
• What’s really different when we are working with data instead of mobile, workflow, and web technologies? Does Agile work the same way with data-focused efforts, or are there important differences?
• Is team culture more important than technical practices, or are certain technical practices baseline enablers for agility?
• Where can the data world contribute to thought leadership for Agile endeavors?
Bring your own experience and ideas on increasing agility in data-based products; what has worked well and what hasn’t. What you think might work well for a data-focused team to become more Agile, and what you know won’t. Engage with others who care about the future of data work as we learn together. Many of us will continue to explore these ideas beyond this session and after this conference!

Learning Outcomes:

• N/A