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The Future of Agile Software Development (IEEE Software) [clear filter]
Wednesday, August 9

10:45am EDT

Agile in Context: The Cynefin Framework, the Three-Circle Model, and the Future of Agile (Daniel Walsh)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

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


avatar for Daniel Walsh

Daniel Walsh

Founder & Principal, FiveWhyz
Dan Walsh is a Founder and Principal of nuCognitive and FiveWhyz.com (a Lean and Agile Coaching Collaborative). He has over a decade of expertise in accelerating product development, driving culture change, and transforming organizations. As a recognized leader in Lean Startup, org... Read More →

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

11:30am EDT

Do We Still Need Business Analysts and Systems Engineers? Now More Than Ever! (Amy Silberbauer)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

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



Amy Silberbauer

Solution Architect, IBM, Watson IoT
I have been a software engineer with IBM for 30 years, this July. I started in developed working on tooling to catalog mainframe software and subsystem artifacts. In the middle of my career I was a development engineer and manager working on mainframe and cross-platform tooling. I... Read More →

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

2:00pm EDT

Agile Software Development without Software (Doug Rose)
Limited Capacity seats available

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)


avatar for Doug Rose

Doug Rose

Head Doug, Doug Enterprises, LLC
Doug Rose specializes in organizational coaching, training and change management. He’s worked over twenty years transforming organizations with technology and training. He’s helped several large companies optimize their business processes and improve productivity and delivery... Read More →

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

2:45pm EDT

Co-location: it's not you, it's me. Coping with the realities of global teams. (Mitch Goldstein, Gary Greenwood)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

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.


avatar for Mitch Goldstein

Mitch Goldstein

Technical Agile Coach, Summa
I love to talk about User Stories - I think it's the most neglected and critical topic in agile practice. I love to discuss creation and splitting of user stories (my specialty) as well as how organizations can get more agile with SAFe or other forms of scaling.
avatar for Gary Greenwood

Gary Greenwood

Agile Coach, Summa
I'm passionate about helping teams evolve

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

3:45pm EDT

Agile’s Future? Skepticism. (Tomas Kejzlar, Fred Williams)
Limited Capacity seats available

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.


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 EDT
Wekiwa 3&4

4:30pm EDT

Integral but Insufficient: Why the Future Needs More than Agile to be Successful (Mike Griffiths)
Limited Capacity filling up

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.



Wednesday August 9, 2017 4:30pm - 5:00pm EDT
Wekiwa 3&4
Thursday, August 10

9:00am EDT

Iterative Ethics: Can our moral compass be agile? (Will McNelis)
Limited Capacity seats available

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


avatar for Will McNelis

Will McNelis

Agile Coach, Tatts Group
Agile, Lean, Technology, Marketing and Communications professional with more than 15 years of diverse expertise in the areas of business management, communications management, web design and development, e-Commerce, search engine optimisation, and digital strategy. I am passionate... Read More →

Thursday August 10, 2017 9:00am - 9:30am EDT
Wekiwa 3&4

9:45am EDT

From manifesto to mainstream and beyond - reading the entrails of the user story (Seb Rose)
Limited Capacity filling up

Lightweight methods started appearing in response to observed problems in software development organisations. The umbrella 'agile' term was coined during a small meeting at a ski resort in 2000 and has since gone on to become a common, if not predominant, approach throughout the industry. Along the way things have changed - this was both understandable and necessary - but many of the important motivations have been lost and some unhelpful dogma has accumulated.
In this session we'll focus on the user story, from its early articulation as a lightweight technique to defer detailed analysis through to its current existence as a rigid catechism. We'll briefly consider what we've lost and what we've gained through planning poker, INVEST, and various story templates. By charting the evolution of the user story, in conjunction with the broader trajectory of 'agile', I will infer a few of the possible futures of agile.
And, as an outcome, I hope to stimulate further discussion that might suggest some alternative outcomes for the future.

Learning Outcomes:
  • Recall why agile happened in the first place
  • Refresh our knowledge of user stories (and related practices)
  • See parallels between the evolution of user stories and the evolution of agile methods
  • Discuss the likely trajectory of stories (and by extension agile)
  • Suggest alternative trajectories, and how they might be achieved


avatar for Seb Rose

Seb Rose

Director, Cucumber Limited
I have been involved in the full development lifecycle with experience that ranges from Architecture to Support, from BASIC to Ruby. I'm a partner in Cucumber Limited, who help teams adopt and refine their agile practices, with a particular focus on collaboration, BDD and automated... Read More →

Thursday August 10, 2017 9:45am - 10:15am EDT
Wekiwa 3&4