Beyond Estimates: Estimates or NoEstimates? by Woody Zuill at #AgileIndia2019
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The default use of an "estimate-driven" approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate. [NOTE: For this session, I am referring to the use of estimates of cost, time, or effort for software projects, features, or tasks.] There are a number of things to explore. For example, do we really need estimates for everything we currently use them for? Are we getting a reasonable benefit from them? Is it possible to manage software development without them? In this session we will start with an information gathering exercise to help us gain a shared idea of our current understanding of the purpose and use of estimates. From here we'll move on to examine the nature of software development projects and a few possible other ways to approach our work. More details: https://confengine.com/agile-india-2019/proposal/8277/beyond-estimates-estimates-or-noestimates Conference link: https://2019.agileindia.org
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Everyone has stories of failure. That time you fell off your bike. The day you wore your jumper backwards without realising . That wireframe that confused your customers. The new feature no one used.
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We Fail Fast. We Fail Forward. We Fail Better.
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It’s as if failure itself is our goal.
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Today success comes from building products people love, creating loyal customers and serving the broader stakeholder community. In this thoughtful exploration on the future of work, the authors explore the past, present and future of the “project”. And why, in today’s fast changing & hyper-competitive world, running a temporary endeavour is the wrong approach to building sustainable products and how #noprojects is fundamentally changing the way companies work.
The metrics by which we have historically defined success are no longer applicable and we need to re-examine the way value is delivered in the new economy. This book starts from the premise that our goal is to create value, for the customer, for the organisation and for society as a whole and shows how to empower and optimise our teams to achieve this.
The authors draw on modern management approaches to provide proven techniques and tools for producing, and sustaining, creative products that go beyond “meeting requirements”. By creating teams who are accountable for business outcomes, engineering for customer delight, and creating value for all stakeholders - profitability, customer satisfaction and employee engagement are all increased.
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Five people at one computer? How can that possibly be productive?
While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow.
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We were getting more done, and they were the more important thing
The quality of our work was increasing dramatically
Our Knowledge, skills, and capabilities were improving rapidly
And all while we were having a lot of fun as well!
While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us.
A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow".
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The talk is to share experiences and learnings with the digital transformation at the company Siemens.
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Some typical questions addressed by specific Siemens examples
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Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed.
When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users!
We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral..
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The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky?
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Migrate any downstream dependencies on the old database schema
Gain confidence that the migration is safe
We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed.
The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications.
While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern.
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https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases
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I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working.
We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power.
I'll cover:
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Current Structures Make it Difficult to Get Things Done
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5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World
1. The purpose is the new Boss
2. Autonomy: Everyone is a Leader (but lead roles not people)
3. Create Fractal structures (not Hierarchical or Flat)
4. Power vested in rules (not people)
5. Dynamic org structure that evolves (instead of rigid top-down ones)
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https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world
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Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside.
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https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners
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End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.
Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.
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https://confengine.com/agile-india-2019/proposal/8084/accelerate-improvements-through-retrospectives
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If you look a little deep into the working challenges, I see no difference between complex systems development and the Army operations. Dealing with uncertainty, complexity, preparing for failures, rehearsing of failures, testing in Prod systems are some concepts in IT world, while the same challenges are relevant in the Army world.
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https://confengine.com/agile-india-2019/proposal/8056/building-the-true-agile-mindset-learning-from-the-most-disciplined-organization-of-india
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Building the true Agile Mindset – Learning from the most disciplined organiza...Agile Software Community of India
In this talk, Suze explores a case study from her recent work in a London agency, where, working for a large retail client, the programme of work moved from a project-based delivery model incorporating Scrum to a more product-based model. Drawing on aspects of Kanban, Design Thinking and Lean Startup, and implementing a dual-track agile approach, the team is now ‘thinking more product’.
Suze will delve into how the organisation has shifted to this model and how it coped with the change. She will talk through some of the difficulties that she experienced along the way and how these issues were mitigated, and provide take away techniques to help in your organisations.
More details:
https://confengine.com/agile-india-2019/proposal/8036/thinking-more-product-moving-from-scrum-to-a-dual-track-agile-approach
Conference link: https://2019.agileindia.orgThinking more product: Moving from Scrum to a dual-track agile approach by Su...
Thinking more product: Moving from Scrum to a dual-track agile approach by Su...Agile Software Community of India
The technological, economic and social changes of the last decades have led to such a level of global interconnection that the real potential is no longer in individuals or single organizations, but in the rich and complex network of relationships between them. This scenario opens up new fundamental questions for the survival and growth of our organizations.
Who are "the right people"?
What can we do to enable their full potential?
What can we no longer ignore in our way of managing a team or a company?
What new concrete possibilities and advantages are there ready to be caught?
The answers to these questions will be guided by understanding what it means today for a company to be part of an ecosystem and how this affects in a non-linear way any flow of value within and outside the organization.
In particular, we will introduce a new concept I'm developing in the last years: ecoism.
More details:
https://confengine.com/agile-india-2019/proposal/8019/performing-and-thriving-in-the-new-era-of-ecosystems
Conference link: https://2019.agileindia.orgPerforming and Thriving in the new era of Ecosystems by Emanuele Rapisarda at...
Performing and Thriving in the new era of Ecosystems by Emanuele Rapisarda at...Agile Software Community of India
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.orgTake the Team Test and Clear The Fog by Lindsay Uittenbogaard at #AgileIndia2019
Take the Team Test and Clear The Fog by Lindsay Uittenbogaard at #AgileIndia2019Agile Software Community of India
For a decade of software product agile, we had worked in a structure where business responsibility of what to build was allocated to a product owner and the responsibility of how to build it was allocated to a development team. Product owner would maintain a backlog, act as voice of the customers. Until one day we realized that the choice of what to build or fix is hard, and critical to everyone’s success. If we wanted to do it poorly, we delegated it to a single product owner.
We started a no product owner experiment. For three months, we experienced the development team delivering multitudes of value to what we had grown to expect, and innovate customer-oriented solutions in direct collaboration with customers. Team satisfaction and happiness bloomed. The experiment turned into a continuous way of working.
Customer-focused team directly in touch with their customers performs better without a proxy. Join me to learn how the decision power shared for everyone in the team transformed the ability to deliver, and how collaboration is organized with product experts and business representatives.
More details:
https://confengine.com/agile-india-2019/proposal/7963/working-without-a-product-owner
Conference link: https://2019.agileindia.orgWorking without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019
Working without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019Agile Software Community of India
Delivering continuously - easier said than done. As I joined my team delivering Windows Desktop products two years ago with the aspiration of implementing continuous delivery, I was told it cannot be done. It started from the fact that making a single release was five-day effort, and continued with “no user would allow us to deliver frequently”.
Two years later, making a release takes us two hours and the way we work together looks very different. With the principle of fixing maintenance issues in the latest release has resulted in improved flow forward and savings of effort in supporting small number of releases.
This talk goes through our lessons learned on the journey of shortening release cycles to a continuous daily flow.
We’ve experienced three essentially different sets of practices, with the core difference coming from release frequency. The good place is when we deliver continuously. The soulsucking place is when we deliver on two week cadence. And the insane asylum is when we deliver just once at the end of the project.
Think of it like this: a pool is not just a bigger bathtub. The things you can do in a pool are different to those you can do in a bathtub. While both are containers of water, they serve different purposes. It is the same with release frequency. While it is all still releases, the continuous ones enable different practices.
More details:
https://confengine.com/agile-india-2019/proposal/7961/practices-change-moving-to-delivering-continuously
Conference link: https://2019.agileindia.orgPractices Change - Moving to Delivering Continuously by Maaret Pyhajarvi at #...
Practices Change - Moving to Delivering Continuously by Maaret Pyhajarvi at #...Agile Software Community of India
Why are Agile teams supposed to be small? How big are they supposed to be? Most agilists tend to agree that a team of ten people works well.
But what is it about the number 10 that makes it the “magic” number?
Since the start of human evolution, people formed groups to be more effective. Whether it was the hunt for a mammoth or going to war, working in teams ensured a greater chance of success.
There have been various researches from Dunbar’s paper through the Scrum Guide to military formations about the ideal number of people in a team.
We’ll discuss the historical, scientific and cultural reasons why 10 seems to be the magic number of forming effective teams.
Does the number of team members really matter? Is 10 really the magic number. You will get an answer that will help you to create effective teams with the right amount of people.
More details:
https://confengine.com/agile-india-2019/proposal/7882/the-magic-number-is-10
Conference link: https://2019.agileindia.orgThe magic number is 10 by Gabor Devenyi & Alex Sloley at #AgileIndia2019
The magic number is 10 by Gabor Devenyi & Alex Sloley at #AgileIndia2019Agile Software Community of India
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Today success comes from building products people love, creating loyal customers and serving the broader stakeholder community. In this thoughtful exploration on the future of work, the authors explore the past, present and future of the “project”. And why, in today’s fast changing & hyper-competitive world, running a temporary endeavour is the wrong approach to building sustainable products and how #noprojects is fundamentally changing the way companies work.
The metrics by which we have historically defined success are no longer applicable and we need to re-examine the way value is delivered in the new economy. This book starts from the premise that our goal is to create value, for the customer, for the organisation and for society as a whole and shows how to empower and optimise our teams to achieve this.
The authors draw on modern management approaches to provide proven techniques and tools for producing, and sustaining, creative products that go beyond “meeting requirements”. By creating teams who are accountable for business outcomes, engineering for customer delight, and creating value for all stakeholders - profitability, customer satisfaction and employee engagement are all increased.
This book is far more than just a catalogue of practices and tools which you can apply in your product development. It contains inspirational stories from individuals, teams and organisations who have switched to this new way of thinking and working. It exposes the risks on the pathway and how others have overcome these obstacles
More details:
https://confengine.com/agile-india-2019/proposal/8313/noprojects-why-what-how
Conference link: https://2019.agileindia.org#NoProjects - Why, What How by Shane Hastie & Evan Leybourn at #AgileIndia2019
#NoProjects - Why, What How by Shane Hastie & Evan Leybourn at #AgileIndia2019Agile Software Community of India
Five people at one computer? How can that possibly be productive?
While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow.
Mob Programming grew from the quest of one team to learn how to work well together. Once we started We almost immediately noticed that working this way provided better results in a variety of ways:
We were getting more done, and they were the more important thing
The quality of our work was increasing dramatically
Our Knowledge, skills, and capabilities were improving rapidly
And all while we were having a lot of fun as well!
While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us.
A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow".
In this presentation, we'll share the results of that exploration, and see if we can get a better understanding of Mob Programming and the power of flow.
More details:
https://confengine.com/agile-india-2019/proposal/8275/mob-programming-and-the-power-of-flow
Conference link: https://2019.agileindia.org
Mob Programming and the Power of Flow by Woody Zuill at #AgileIndia2019
Mob Programming and the Power of Flow by Woody Zuill at #AgileIndia2019Agile Software Community of India
The talk is to share experiences and learnings with the digital transformation at the company Siemens.
All of us who work in large, traditional cooperation can undoubtedly learn a lot from agile showcase companies like Spotify and Airbnb. But we also understand that these approaches are not easy to transfer in every context. Large companies with structures, processes and culture that evolved over decades have very special challenges in such a transformation.
A few years ago, Siemens embarked on its transformation journey. We are in the middle of the transformation from a classic industrial company of the 20th century to a digital company of the 21st century.
Some typical questions addressed by specific Siemens examples
What scaling framework to apply; if any?
Top-down or bottom-up transformation?
What are the pillars of a transformation initiative?
How to become efficient and adaptable at the same time?
How to accelerate leadership development on all levels?
More details:
https://confengine.com/agile-india-2019/proposal/8188/travel-notes-from-the-journey-of-a-170-year-old-industrial-company-to-a-digital-company-siemens-case-study
Conference link: https://2019.agileindia.orgTravel notes from the journey of a 170 year-old industrial company to a digit...
Travel notes from the journey of a 170 year-old industrial company to a digit...Agile Software Community of India
Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed.
When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users!
We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral..
As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile.
More details:
https://confengine.com/agile-india-2019/proposal/8187/regulations-eat-agile-for-breakfast
Conference link: https://2019.agileindia.orgRegulations eat Agile for breakfast by Gaitis Kasims at #AgileIndia2019
Regulations eat Agile for breakfast by Gaitis Kasims at #AgileIndia2019Agile Software Community of India
In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics.
In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change.
More details:
https://confengine.com/agile-india-2019/proposal/8182/10-years-of-transforming-mindset
Conference link: https://2019.agileindia.org10 years of transforming mindset by Hendrik Esser at #AgileIndia2019
10 years of transforming mindset by Hendrik Esser at #AgileIndia2019Agile Software Community of India
Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements.
For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team.
More details:
https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility
Conference link: https://2019.agileindia.orgAgile finance enabling business agility by Hendrik Esser at #AgileIndia2019
Agile finance enabling business agility by Hendrik Esser at #AgileIndia2019Agile Software Community of India
Modifying the schema of a production database is hard. If something goes wrong, the impact on both customers and the team can be enormous. And it can be hard or even impossible to rollback a database schema change if things go wrong. And the same is true for any architectural change for a production application.
The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky?
Indeed, there are. The Expand/Collapse pattern is a blueprint for making the database migration. It makes the remodelling both reversible and safe. By expanding the application to accommodate both the old and the new schemas in parallel, we can give ourselves time to:
Migrate any downstream dependencies on the old database schema
Gain confidence that the migration is safe
We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed.
The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications.
While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern.
In this session, I’ll share my experiences on how to avoid pitfalls and succeed at these kinds of major data remodelling with hardly any downtime.
More details:
https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases
Conference link: https://2019.agileindia.orgExpand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...
Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...Agile Software Community of India
I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working.
We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power.
I'll cover:
The Decay of Power and What It Means For Your Organization
Current Structures Make it Difficult to Get Things Done
Holacracy — A New Social Technology To Organize Power in Pursuit of Purpose
5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World
1. The purpose is the new Boss
2. Autonomy: Everyone is a Leader (but lead roles not people)
3. Create Fractal structures (not Hierarchical or Flat)
4. Power vested in rules (not people)
5. Dynamic org structure that evolves (instead of rigid top-down ones)
More details:
https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world
Conference link: https://2019.agileindia.orgRe-thinking how power is organized in businesses to thrive in a rapidly chang...
Re-thinking how power is organized in businesses to thrive in a rapidly chang...Agile Software Community of India
Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside.
More details:
https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners
Conference link: https://2019.agileindia.orgOpen Salaries: from employees to managing partners by Alexey Voronin at #Agil...
Open Salaries: from employees to managing partners by Alexey Voronin at #Agil...Agile Software Community of India
I had been sitting in a few team retrospectives and hearing the same old tired pattern of "what went well, what didn't, what can we improve". The teams were bored, I was bored, they were just doing mechanical Scrum. Retrospectives are such a powerful tool to drive continuous improvement, but what i was seeing was a stagnation and the true value of this event was being lost.
End of the Sprint was coming up so as the enterprise agile coach, I thought I'd provide some of my favourite patterns and ended up providing my 20 Scrum Masters with a playbook to accelerate and reinvigorate learning and improvement, retrospectives and ideas as well as links to where to find more.
Would love to share these patterns with you, discuss the pain points we were experiencing and how we were able to reinvigorate this event and improve overall quality of our delivery. It will be a workshop so would also love to hear your favourite patterns so we can share them with the group in this workshop and help inspire our teams to strive for activating real improvements.
More details:
https://confengine.com/agile-india-2019/proposal/8084/accelerate-improvements-through-retrospectives
Conference link: https://2019.agileindia.orgAccelerate Improvements through Retrospectives by Mia Horrigan at #AgileIndia...
Accelerate Improvements through Retrospectives by Mia Horrigan at #AgileIndia...Agile Software Community of India
The Indian Armed forces is regarded as the highly and most disciplined organization in India. The Indian Army lives agility by the second. Unexpected attacks, encounters and sudden change in the operating environments are the norm of the day. In spite of such anxious moments, they give us the maximum business value. The motivations are always high and they are already to deliver in the most perilous environments.
If you look a little deep into the working challenges, I see no difference between complex systems development and the Army operations. Dealing with uncertainty, complexity, preparing for failures, rehearsing of failures, testing in Prod systems are some concepts in IT world, while the same challenges are relevant in the Army world.
My talk would be around some principles and learning in the army that can be used in the IT corporate world in building organizations to deal with dynamic market changes in short doing and living agile. Some interesting aspects that I would like to have share are dealing with motivation and dealing with constant changes. I will also share real time examples how Leaders exhibit the Decentralize decision making that has led to remarkable success and also some aspects of how soldiers take risks and try out new things that lead to remarkable success.
More details:
https://confengine.com/agile-india-2019/proposal/8056/building-the-true-agile-mindset-learning-from-the-most-disciplined-organization-of-india
Conference link: https://2019.agileindia.orgBuilding the true Agile Mindset – Learning from the most disciplined organiza...
Building the true Agile Mindset – Learning from the most disciplined organiza...Agile Software Community of India
In this talk, Suze explores a case study from her recent work in a London agency, where, working for a large retail client, the programme of work moved from a project-based delivery model incorporating Scrum to a more product-based model. Drawing on aspects of Kanban, Design Thinking and Lean Startup, and implementing a dual-track agile approach, the team is now ‘thinking more product’.
Suze will delve into how the organisation has shifted to this model and how it coped with the change. She will talk through some of the difficulties that she experienced along the way and how these issues were mitigated, and provide take away techniques to help in your organisations.
More details:
https://confengine.com/agile-india-2019/proposal/8036/thinking-more-product-moving-from-scrum-to-a-dual-track-agile-approach
Conference link: https://2019.agileindia.orgThinking more product: Moving from Scrum to a dual-track agile approach by Su...
Thinking more product: Moving from Scrum to a dual-track agile approach by Su...Agile Software Community of India
The technological, economic and social changes of the last decades have led to such a level of global interconnection that the real potential is no longer in individuals or single organizations, but in the rich and complex network of relationships between them. This scenario opens up new fundamental questions for the survival and growth of our organizations.
Who are "the right people"?
What can we do to enable their full potential?
What can we no longer ignore in our way of managing a team or a company?
What new concrete possibilities and advantages are there ready to be caught?
The answers to these questions will be guided by understanding what it means today for a company to be part of an ecosystem and how this affects in a non-linear way any flow of value within and outside the organization.
In particular, we will introduce a new concept I'm developing in the last years: ecoism.
More details:
https://confengine.com/agile-india-2019/proposal/8019/performing-and-thriving-in-the-new-era-of-ecosystems
Conference link: https://2019.agileindia.orgPerforming and Thriving in the new era of Ecosystems by Emanuele Rapisarda at...
Performing and Thriving in the new era of Ecosystems by Emanuele Rapisarda at...Agile Software Community of India
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.orgTake the Team Test and Clear The Fog by Lindsay Uittenbogaard at #AgileIndia2019
Take the Team Test and Clear The Fog by Lindsay Uittenbogaard at #AgileIndia2019Agile Software Community of India
For a decade of software product agile, we had worked in a structure where business responsibility of what to build was allocated to a product owner and the responsibility of how to build it was allocated to a development team. Product owner would maintain a backlog, act as voice of the customers. Until one day we realized that the choice of what to build or fix is hard, and critical to everyone’s success. If we wanted to do it poorly, we delegated it to a single product owner.
We started a no product owner experiment. For three months, we experienced the development team delivering multitudes of value to what we had grown to expect, and innovate customer-oriented solutions in direct collaboration with customers. Team satisfaction and happiness bloomed. The experiment turned into a continuous way of working.
Customer-focused team directly in touch with their customers performs better without a proxy. Join me to learn how the decision power shared for everyone in the team transformed the ability to deliver, and how collaboration is organized with product experts and business representatives.
More details:
https://confengine.com/agile-india-2019/proposal/7963/working-without-a-product-owner
Conference link: https://2019.agileindia.orgWorking without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019
Working without a Product Owner by Maaret Pyhajarvi at #AgileIndia2019Agile Software Community of India
Delivering continuously - easier said than done. As I joined my team delivering Windows Desktop products two years ago with the aspiration of implementing continuous delivery, I was told it cannot be done. It started from the fact that making a single release was five-day effort, and continued with “no user would allow us to deliver frequently”.
Two years later, making a release takes us two hours and the way we work together looks very different. With the principle of fixing maintenance issues in the latest release has resulted in improved flow forward and savings of effort in supporting small number of releases.
This talk goes through our lessons learned on the journey of shortening release cycles to a continuous daily flow.
We’ve experienced three essentially different sets of practices, with the core difference coming from release frequency. The good place is when we deliver continuously. The soulsucking place is when we deliver on two week cadence. And the insane asylum is when we deliver just once at the end of the project.
Think of it like this: a pool is not just a bigger bathtub. The things you can do in a pool are different to those you can do in a bathtub. While both are containers of water, they serve different purposes. It is the same with release frequency. While it is all still releases, the continuous ones enable different practices.
More details:
https://confengine.com/agile-india-2019/proposal/7961/practices-change-moving-to-delivering-continuously
Conference link: https://2019.agileindia.orgPractices Change - Moving to Delivering Continuously by Maaret Pyhajarvi at #...
Practices Change - Moving to Delivering Continuously by Maaret Pyhajarvi at #...Agile Software Community of India
Why are Agile teams supposed to be small? How big are they supposed to be? Most agilists tend to agree that a team of ten people works well.
But what is it about the number 10 that makes it the “magic” number?
Since the start of human evolution, people formed groups to be more effective. Whether it was the hunt for a mammoth or going to war, working in teams ensured a greater chance of success.
There have been various researches from Dunbar’s paper through the Scrum Guide to military formations about the ideal number of people in a team.
We’ll discuss the historical, scientific and cultural reasons why 10 seems to be the magic number of forming effective teams.
Does the number of team members really matter? Is 10 really the magic number. You will get an answer that will help you to create effective teams with the right amount of people.
More details:
https://confengine.com/agile-india-2019/proposal/7882/the-magic-number-is-10
Conference link: https://2019.agileindia.orgThe magic number is 10 by Gabor Devenyi & Alex Sloley at #AgileIndia2019
The magic number is 10 by Gabor Devenyi & Alex Sloley at #AgileIndia2019Agile Software Community of India
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Travel notes from the journey of a 170 year-old industrial company to a digit...
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Regulations eat Agile for breakfast by Gaitis Kasims at #AgileIndia2019
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Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...
Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...
Re-thinking how power is organized in businesses to thrive in a rapidly chang...
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