Jutta Eckstein works as an independent coach, consultant, and trainer. She holds a M.A. in Business Coaching & Change Management, a Dipl.Eng. in Product-Engineering, and a B.A. in Education. She has helped many teams and organizations worldwide to make an Agile transition. She has a unique experience in applying Agile processes within medium-sized to large distributed mission-critical projects. She has published her experience in her books 'Agile Software Development in the Large', 'Agile Software Development with Distributed Teams', 'Retrospectives for Organizational Change', and together with Johanna Rothman 'Diving for Hidden Treasures: Finding the Real Value in your Project Portfolio'.
Agile Teams: Self-Organizing, Collocated, and Distributed
Agile development requires teams to self-organize. However, this doesn’t happen by chance. Teams have to be set up in a way that allows them to self-organize. And moreover, if you work on a large project with more than one team the team structure should still enable self-organization. The same is true for global development.Read more...
In this session we will cover the essentials for building productive self-organizing teams for small and collocated and as well for large and distributed settings.
– Understand what characterizes self-organization and the evolution of an agile team
– Understand what kind of communication and collaboration ensure a team’s agility
– Learn how teams can be agile in large and distributed environments
– Understand how both – developing business functionality and ensuring conceptual integrity of the architecture can be supported
A Certified Agile ScrumMaster, Chris has over 30 years experience of providing financial and IT advisory and risk management advice. He worked for 16 years at one of the Big4 where he managed a number of major IS audit and risk assignments. These included a number of project risks and business control reviews. For the past 5 years he has been an independent consultant specialising in financial, SOX and operational controls for major ERP implementations at Oil and Gas enterprises. During this time he has seen a significant change from traditional to Agile project management. He has developed a number of techniques and tools to provide fit for purposes controls and governance frameworks within these revised approaches.
Keeping Governance and Audit Agile
The Agile approach to system development is one way that CIOs are aiming to deliver more projects in shorter timescales at lower costs. This can be at the cost of control – especially if addressing risks and controls is seen as an overhead rather than adding real benefit to the project. Audit and control managers need tools to help ensure systems are fit for purpose and do not compromise controls compliance.
Is it possible to achieve the right balance between Agile development and control? This session will provide an introduction to the culture and jargon of the Agile approach. It will also provide tools and tips for developing or auditing controls and governance in this environment. This will enable you to be an effective part of the project team, ensuring compliance with good governance and that the delivered product has adequate controls embedded during development. This reduces the risk of failure and the total overall cost of the project if controls have to be added later.
Chris Wright will hold a workshop after the conference, on 26 March 2015. See the details here: Agile Governance, Audit and Management Workshop.Read more...
Stephen Parry is an international leader and strategist on the design and creation of adaptive enterprises. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers. He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards. The judges declared his strategy had created organisational transformations which demonstrated an entire cultural change around the needs of customers and could, as a result, demonstrate significant business growth, innovation and success. Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. Stephen has since become a judge at the National Business Awards and the National Customer Experience Awards. He is also a Fellow at the Lean Systems Society.
Waste is Optional: Customer Value defines meaningful work; everything else is optional including the waste
What do we need to do to make waste a thing of the past and prevent it creeping back into the organisation?Read more...
Of all the ideas associated with ‘Lean and Agile’, ‘cutting waste’ is perhaps the most widely known, but it is also the most misunderstood, primarily because most organisations don’t actually know what waste is. Waste disposal, waste recycling and waste paper – these terms ring familiar bells for almost everyone. However, as Lean shows us, waste is about far more.
The combination to unlock waste and release customer value is:
a. Employee creativity
c. Willing contribution
The presentation will prove we can design back in the employees’ willing contribution to establish a real human workplace that is adaptive, innovative, engaging and almost waste free.
Pre-reading before the event: Published on-line article Institute of Leadership and Management: Keeping it Lean by Stephen Parry. https://www.i-l-m.com/Insight/Edge/2014/October/keeping-it-lean
Mary Poppendieck has been in the Information Technology industry for over thirty years. She has managed software development, supply chain management, manufacturing operations, and new product development. She spearheaded the implementation of a Just-in-Time system in a 3M video tape manufacturing plant and led new product development teams, commercializing products ranging from digital controllers to 3M Light Fiber™. Mary is a popular writer and speaker, and coauthor of the book Lean Software Development, which was awarded the Software Development Productivity Award in 2004. A sequel, Implementing Lean Software Development, was published in 2006, and Leading Lean Software Development in 2009, and The Lean Mindset in 2013.
The Scaling Dilemma
Stop me if you’ve heard this one: “We used to be small. We made great decisions, got product to the market fast, and were very successful. Now we are big. And slow. Our teams don’t work together very well. Our specialists are spread too thin. Our products are less than awesome.”
Getting teams to work well is hard. Getting teams to work well together is much harder. And the dilemma is, what works in a small organization is often counterproductive at scale. The question is – what do you have to do differently when you grow up?
For starters, scaling is fundamentally a complexity problem, so you should look for ways to reduce and deal with complexity. Second, scaling is a cooperation problem, and understanding what promotes and what destroys cooperation is essential for growing organizations.
Finally, scaling is an organizational problem, and there’s no shortage of models to study for patterns of how to scale organizations. There’s the lean model, the military model, and several unicorn models. These models confirm the fact that scale is possible, and are full of ideas for you to experiment. But they won’t tell you which approach is best for you – you have to figure that out for yourself.
Mary and Tom Poppendieck will hold a workshop before the conference, on 23 March 2015. See the details here: Lean in a Nutshell.Read more...
Mina Boström Nakićenović
Mina is a certified software architect with 15 years of experience of software development in different domains. The latest years she has been working on high-performance financial market systems at Sungard Front Arena, Stockholm. She has been applying agile and lean philosophy on several projects, producing lightweight solutions on time and within budget. With a Serbian persistence and a Swedish practicality Mina achieves to find pragmatic solutions. Mina has also been doing industry research work regarding the technical side of agile development in the industry. She was a speaker on several industry conferences, such as ALE 2014, GeeCON 2014, Agile Prague 2012, ICSEA 2011 and CEE-SECR 2010. She holds a MSc in Electrical Engineering and a Ph Lic in Computer Science.
Agile Architecture – How worse can be better
Agile and lean thinking can help us in creating an agile system architecture – an architectural solution that is “good enough”. A “good enough” solution is a solution that is “pulled” by the users requirements and therefore satisfies user’s need. Hence it creates a business value. Since it is just “good enough”, and not perfect from the technical point of view, usually such a solution can reduce both implementation time and cost, being more applicable and providing a faster return of investment.
The agile and lean philosophy could be applied even on big upfront designs, reducing the complexity and simplifying them. Through one real-life story about the Model-Driven Development architecture, from a time critical environment (financial sector), we will show how the agile and lean principles can be applied during architectural decision making, resulting in an agile architecture. It will also be shown how such agile architecture, although being a “worse” solution compared to a technically perfect one, is in fact a “better” solution, since it creates bigger business value.
This talk will provoke you to think about an old, well-known, question by R. Gabriel “Is Worse Better?” It demonstrates “How worse can be better” if the focus is on delivering a business value, which is one of the most important software architecture’s property.Read more...
Linda Rising is an independent consultant based in Nashville, Tennessee. Her primary interests are: patterns, agile processes, and retrospectives. Linda has a Ph.D. from Arizona State University in the area of object-based design metrics. Her background includes university teaching experience as well as work in industry in the areas of telecommunications, avionics, and tactical weapons systems. She is the editor of A Patterns Handbook, A Pattern Almanac 2000, and Design Patterns in Communications Software. Her book, written with Mary Lynn Manns,titled Fearless Change: patterns for introducing new ideas has a follow-on More Fearless Change, due to appear by the end of the year.
The Power of an Agile Mindset
I’ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would. The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do. Research has identified what I like to call “an agile mindset,” an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort. What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace. I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.Read more...
Ever since the Melissa virus struck the world in 1999 Gustav has a had an interest in software security. He started out investigating security architectures for web-based CRM-systems as a software engineer and than continued with pioneering work on Agile security engineering as a researcher at KTH and the Swedish Insitute of Computer Science in Stockholm. Work that he has since applied practically when working as a consultant and teacher in application security and Agile software development. He now works as an Agile software consultant at Crisp in Sweden and has been a speaker on XP/Agile Universe, ICSE and Agile Prague.
Securely dispose of your waste – Security in your process
Having a secure product is not something most users consider optional, yet still in this day and age, most development teams develop software with marginal knowledge about security. This leads to huge amounts of waste when security bugs surface before release, or even worse, get exploited. In many cases it can even drive the company out of business. On the other hand many teams feel hampered by too rigorous security processes that can slow down the delivery of new features. There is a need for more pragmatic, agile security. In this talk we present practical ways of dealing with security in your product that harmonize with modern development while at the same time integrating crucial security engineering activities to ensure that security is Built-In from the start.Read more...
Istvan is a Partner, Lead Agile and Lean consultant and trainer with Sprint Consulting, with a passion to help teams improve to deliver value and remove frustration from the workplace. Having trained hundreds of people and lead transformation projects at a considerable range of organizations in a diverse set of business domains and company cultures, he builds on his real-life experience to help theories become practice.
Lean Startup for the Agile Enterprise
The Lean Startup method, created by Eric Ries was admittedly inspired by agile development. However, it seems that Agile also has something to learn from Lean Startup.Read more...
In Eric Ries’ definition, “a startup is a human institution designed to create a new product or service under conditions of extreme uncertainty”. Note, that this definition deliberately omits whether a startup should be a new venture, should be a small venture, or should focus on achieving an early exit. This suggests that established organizations can easily have projects, products, services, initiatives that could be labeled startups.
The question this talk will explore is how well Agile in its current form supports startups being incubated in an Enterprise environment, and how can this support be strengthened.
György is a senior agile consultant with Sprint Consulting with 10 years IT management and leadership background. With more than 11 years experience in managing complex architectures and working with multinational organizations his primary goal is to make agile work in such environments and help teams deliver solutions with real value in a less bureaucratic way.
Advanced Facilitation Techniques
Retrospective meetings frequently yield two, seemingly conflicting results: on one hand, there are too many meetings, on the other, new meetings have to be scheduled to discuss some select topics.
This shows us that while there’s a need to collectively discuss topics, most meetings are suboptimal.
When listing the Scrum Master’s responsibilities, facilitation usually comes up as one of the first items. Yet, few Scrum Masters have a clear understanding and toolset for this challenge.
This talk defines what facilitation is (is it something we only do at meetings?), discusses some advanced facilitation techniques as well as when is it beneficial to invite a guest facilitator, or whether there’s value in pair-facilitation at select occasions (spoiler: there is) and how it works best.Read more...
Árpád Zsolt Bodó, PhD
Founder and CTO of Sprint Consulting, the market leader agile consulting company in Eastern Europe, organizer of Agile Budapest Meetups, Zsolt is a Certified Scrum Practitioner, Agile Trainer and Coach performing agile transformation of multinational and other major companies. Zsolt also teaches agile in 3 universities of 2 countries. Trainees/coaches headcount is 2500+, worked in 11 countries, agile project sizes between 3-350 people.
Finding the right practice for the various levels of planning
The planning onion highlights the different levels of planning necessary in agile organizations: daily, iteration, release, product, portfolio and strategy level planning. With new tools and techniques such as Impact Mapping and not-so-new ones like Big Wall or Story Mapping, catering for all the upper levels is becoming more and more easy.
The talk provides a high level overview of the tools we used at several organizations to solve these planning questions, their right places in the onion and also potential overlaps – how can these practices support each other. It also focuses on when using these techniques becomes very important and when can they be omitted; as sometimes not all of the specified levels have to be supported.
The tools placed on the onion will be:Read more...
– Mitch Lacey’s Big Wall to support up-front initial estimation
– Jeff Patton’s User Story Mapping to give structure to backlogs and provide fullness
– Gojko Adzic’s Impact Mapping to ensure development is delivering based on business goals
– Dean Leffingwell’s Scaled Agile Framework for scaling for larger organizations
– Eric Ries’ MVP concept for reducing time-to-market
Simon Roberts is a management consultant and Certified Scrum Trainer, based in Berlin, Germany. He is currently focussed on helping executives in large organisations so they can achieve their goals through the use and support of agility. He was honoured to take part as one of the 21 participants in the January 2012 Stoos gathering on 21st Century leadership and management where he co-authored the Stoos Communiqué.
Designing High-Performance into our Organisations: What can ScrumMasters, managers and other leaders do to help every team to excel?
My talk this year will focus on Radical Management’s principle number 2: a shift in the role of the manager from a controller to an enabler of self-organizing teams.
It will include:
– what is a high-performance team?
– the key factors for high-performance teams
– organisational design principles for high-performance teams
– what leaders should do to help create an environment in which every team can become a high-performance team
The talk will be aimed at ScrumMasters, coaches and managers in organisations that have already or are considering adopting Agile.Read more...
Jurgen Appelo calls himself a creative networker. But sometimes he's a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch guy. Since 2008 Jurgen writes a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. He is the author of the book Management 3.0, which describes the role of the manager in agile organizations. And he wrote the little book How to Change the World, which describes a supermodel for change management. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. After studying Software Engineering at the Delft University of Technology, and earning his Master’s degree in 1994, Jurgen Appelo has busied himself starting up and leading a variety of Dutch businesses, always in the position of team leader, manager, or executive. Jurgen has experience in leading a horde of 100 software developers, development managers, project managers, business consultants, service managers, and kangaroos, some of which he hired accidentally. Nowadays he works full-time managing the Happy Melly ecosystem, developing innovative courseware, books, and other types of original content. But sometimes Jurgen puts it all aside to spend time on his ever-growing collection of science fiction and fantasy literature, which he stacks in a self-designed book case. It is 4 meters high. Jurgen lives in Rotterdam (The Netherlands) - and in Brussels (Belgium) - with his partner Raoul. He has two kids, and an imaginary hamster called George.
Manage Yourself! is about concrete management advice for all workers. Practical things that people can do next Monday morning, in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the organization. Because, management is too important to leave to the managers. The whole organization should feel responsible for a better organizational culture.
How can we measure team performance?
How can we pursue career paths?
How can we replace performance appraisals?
How can we motivate our ourselves?
Nowadays, all knowledge workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely. As a result, you will have better management with fewer managers.Read more...
Mike Leber is an experienced manager, Agile coach, licensed Management 3.0 facilitator and Accredited Kanban trainer via LeanKanban University. With his own company network Agile Experts e.U. Mike partners with specialized consultancies in various countries to provide most effective ways for growing and leading more Agile organizations. Mike's clients are large international groups, but also smaller teams or innovative startups.
Adaptive Organizations – Change by Design
As agile Methods are crossing the boundaries of IT, we start considering whole organizations becoming agile – places of collaboration, co-creation & inspiration. It seems to be time for rethinking the organizational paradigm for the 21st century. More than ever in the past few years, the race for survival of the fittest challenges many companies, leaders and employees. And while we experience first ground-breaking examples, the future remains uncertain, calling for action. In this session we explore options for the adaptive organization. Whatever type of business you are in, however your current organization looks like. Join and learn how you can approach current contextual boundaries and deal with change for succeeding in a growing competitive landscape.Read more...
In 2002, he committed himself to the software testing field of expertise. Today he is a QA and IT Specialist, member of the Hungarian Testing Board, Certified Tester (ISTQB). He is peer-reviewer of the „Szoftvertesztelés Alapjai” book, he publishes in written media and he is frequently invited as presenter to conferences in his field of expertise. In the past he worked for companies like Nav’N Go, Volksbank, Exxonmobil, Lufthansa, Nuance-Scansoft and Encorus Technology as well. He held Test manager and IT Ops manager role for the hungarian leading real estate advertising company. He was responsible for building the competent and effective SQA and IT Ops teams from scratch during his past three assignments. At the moment he works as Test Manager and IT consultant.
Test Lead challenges in Agile environment
What does Agile Testing mean?Read more...
How to participate in agile development teams when being a test analyst?
What kind of testing tasks should testers perform when being member of an Agile Team?
What kind of testing tasks should testers perform when being member of a Test Team?
How to test in a continuous delivery process?
What tests and when to run them?
How to create test specifications?
How to form an efficient team from individual agile testers?
How to build an efficient team?
How to lead efficiently the team? How to achieve good overall team performance?
How to reorganize the team?
Dániel is a qualified economist, an MBA and a certified management consultant (CMC). After 7 years in HR consulting he spent 5 years in senior management positions working for Hungarian and international IT companies. He returned to consulting in 2005 - he work as a partner and senior consultant/trainer of Flow Group and Flow International. His priority areas include organizational and leadership/management development, supporting change management processes by running small to large group as well as individual programs in Hungarian and English. He is also into e-learning solutions, graphic facilitation and mixing all new methods into the blend we call experiential learning.
Leading Agile Teams – Let Them Do It On Their Own!
Agile teams will manage themselves well if they clear goals, if they know how well they perform and if their challenges are stretched enough but not over their skills.
Agile teams need a different leadership. As they work independently, traditional management patterns probably will not provide the right results. The question is: how should we change leadership for agile teams? One possible answer is: let them manage themselves and they will be in flow, perform at their best.
The session will cover the following topics:
– Flow state
– A little bit of brain science and flow
– The 7 flow conditions
– Group flow
– Application to leading agile teams
– Positive consequences to performance
Dániel Kólya will hold a workshop before the conference, on 23 March 2015, with Simon Roberts. See the details here: Leading Agile Flow: The Secret Sauce of Great Agile Teams.Read more...
Jonathan works as an Agile Coach at Skype in Stockholm. Before moving to Sweden he lived in Hungary, working with agile teams since 2008. He has worked on software development projects since 1999 in a variety of roles: developer, tester, project manager and business analyst. The inspiration for his talk comes mostly from his time as Scrum Master for the Skype for Windows Phone team. Jonathan presented at the Optional Conference in 2014 with his talk: "The Full-Time Scrum Master: Unleashing the full potential of the team".
Tightening the feedback loop
Test Early. Test Often. Test Together.
By bringing testing earlier into our development cycles we learn about our mistakes earlier. This allows us to fix things sooner, cut down on waste and ultimately deliver faster.
At Skype we struggled with long feedback cycles, forcing us to deliver with bugs we had no time to fix and even finding ourselves unable to release at all. Over time, we focused on how to get feedback sooner so that we could release more value to our users with better quality.
In this talk you will hear about some of the approaches we employed to reach our goals including:Read more...
– UI automation testing
– Continuous integration
– Beta testing
– Improving collaboration between testers and developers.
Daniel Homorodean believes that there is a great potential of innovation in Eastern Europe, that needs to be unleashed. Daniel manages Arxia (www.arxia.com) and PlanningWiz (www.planningwiz.com) and is member of the board of Cluj IT Cluster (www.clujit.ro). He has 12 years experience in developing IT projects and products for the global market, organizing tech conferences and fostering the growth of technical communities. Daniel is an avid traveler and mountaineer, always ready for new experiences and new challenges.
Lessons from the Jungle: Negotiating New Situations in the Wild and in Business
Experiential learning is the most powerful way to become better, yet we usually apply a linear approach to it, taking one step at the time and trying to read a new situation based on what we already know to be proven. We approach dramatic change with reluctancy and we try to avoid risks. But what happens when we are thrown suddenly in a totally different environment, for which we are not prepared? How does this transform our way of thinking? How does it make us better managers? Might we gain in business if we deliberately “run with the bulls”? The speaker believes that crossing the jungles of Congo or hitchhiking over the Sahara are great ways to learn lessons that apply well in management. It did for him.Read more...
Dr Adel Hejaaji
Dr Adel Hejaaji is one of the expertises in business and engineering management. More than 20 years of proven success in management, marketing, business development, and operations. He spent the previous ten years at ESM Global, where he held research, development and training manager position. His disciplinary research interests and areas of expertise are in operations management, project management best practices, industry benchmarking, lean manufacturing, supply chain, process analysis and improvement in manufacturing, as well as design and modelling of agility models in manufacturing, particularly in SMEs. He has published a number of papers and books in different languages. He has also worked with universities and different organisations. Dr Hejaaji is one the Keynote speaker, member of program committees and co-chair in many international conferences. Dr Hejaaji also a member of different professional bodies inside and outside UK.
Agile manufacturing and smart SMEs companies
Manufacturing industry today faces a wide variety of challenges. Manufacturing companies around the world are attempting to improve their profitability, reduce business and manufacturing process complexity and gain better business insight in order to stay on top of their industry. Manufacturers must respond to business demands in real-time, make products in response to customer demand and outsource a wide variety of functions.
All businesses today operate in a marketplace characterised by change. For manufacturers, the challenge is to become agile in order to ensure a flexible response to changing market conditions. Managing planned change is difficult in itself. However, managing unplanned change demands the ability to react faster and use new strategies to match market conditions, and customer demands in a way that maintains or creates competitive advantage. As manufacturing strategies have evolved, the focus has shifted away from being big and stable with complete control, to being small, nimble and more responsive to the market. This evolution reflects the introduction of new technology, new trends and, in particular, new customer behaviour. Agility is the manufacturer‘s chance to seize the market by responding faster to customer demands. Today‘s manufacturing world leaders are characterised by their ability to deliver the products that customers want with minimum time to market and maximum capability to improve products to meet market and customer expectations.
In the smart manufacturing enterprises, all business and operating actions are optimised and fitted to achieve enhanced productivity, sustainability and economic performance, most the enterprises that embrace smart manufacturing are flexible, agile and efficient, they are responsive, collaborative and lean, they are safe, predictive and above all, sustainable.
Therefore smart manufacturing enterprises need agility as one of the important improvement tools for handling unanticipated change, that occurring at the early stage of product development cycle, and to be able to face the continuous and unanticipated change to stay competitive in the market place and face these changes and challenges.
My speech will focus on the following:Read more...
– The definition of agile manufacturing and it’s important to smart companies.
– Agile manufacturing as a one of most needed tools for the smart companies.
– Agile manufacturing is more appropriate for implementation in smart companies than the other improvement tools.
– How agile manufacturing can be the right paradigm that requires for quick response to customers’ dynamic demands.
– How agile manufacturing can be successfully implemented in smart companies.
Francesco Degrassi is a software developer with more than 10 years of experience in the ICT security field, building complex, enterprise-level applications in diverse domains. He has been active on Lean Software Development and agile methodologies for several years now, applying them in their group, involving coworkers, upper management and clients in a continuous improvement path. He's now working with OptionFactory (http://www.optionfactory.net), delivering valuable software faster and helping other companies do the same. In the last couple of years he presented at several lean/agile events both in Italy and abroad: BetterSoftware 2013 in Florence, Agilia 2014 in Brno, the first Optional Conference in Budapest, ALE2014 in Warsaw and will speak at Agile4Innovation in Milan next march. You can find out more, including slides and videos, from his LinkedIn profile: http://it.linkedin.com/pub/francesco-degrassi/0/69b/b2b/
Fifty shades of fail – a lean perspective on success & failure
In an ever-faster-moving environment, lean and agile principles help us deal with risks and unknowns by focusing on eliminating waste, validated learning, deferring decisions, responding to change. But even when we fail to apply them, we might sometimes achieve some level of “success” nonetheless.
But what does “success” actually mean? Can we really appreciate the importance of agility, of an exploratory approach, of validating ideas as we go, without defining what success (and hence failure) does looks like?
Going from a personal experience developing an innovative service for a primary european telecommunications company, where we failed to apply lean and agile principles, I’d like to explore the idea of success and how a project can be completed on time, on scope and on budget and win the hearts of customers, and still be a (bad) failure when we consider what could have been.Read more...
The speaker is an agile coach with more than 8+ years experience in agile implementations from enterprise scaled agile to lean startup incubation.
Being an agile product owner – with a world class product example
Can you imagine that an existing physical product shifts its own product category and market position upwards after a simple firmware upgrade?
A good product owner can.
What is more important, her team can, too. So what is the difference between a classic product manager and an agile product owner? The presentation gives the answer focusing on the meaning of effectiveness, as well as on management behaviour, motivation and on product ownership. Furthermore, the physical product example illustrates in an inspiring way what we can expect if the product owner does the job well. The never seen before real world example shows that how leads a well refined agile/lean startup mindset to an exceptional market fit.Read more...
Ildikó is a senior Lean consultant and trainer with IdeaLean. She has 10 years of experience in process development and 4 years of experience in Lean. She has been applying Lean principles in several projects, both in a multinational environment and at local SMEs. Her primary goal is to help creating an effective and friendly working environment where people are the most important value.
The lean leader: how to nurture droids into thinking people
As a leader, you must have already faced the challenge that though your colleagues do their job properly according to your instructions, but they are not willing to do anything more. During the interview they seemed very promising, but they turned out to be droids.Read more...
What do you think the reason may be? Do you think you have any responsibility for that?
This session will show you the potential reasons for people losing their proactivity , the way you can stop this process and turn it back.
This session will provide you with the tools and leadership style that help create an open environment where people are willing and able to continuously improve their organisation.
Narek has over 10 years of experience in Software engineering. Due to his strong passion for continually pursuing more efficient ways of delivering software Narek has experienced various aspects of delivery. Having started as a software engineer, he has since moved into management and has particularly focused on process and practice innovation. Narek is a talented leader with a keen eye for innovative ideas. He has run major initiatives in various companies and has successfully applied lean thinking and agile practices in diverse, distributed and multi-cultural environments. Narek works as Director of Technology at Hotels.com (Expedia Inc.). Since joining the company’s Technology Management team in 2011, he has played a pivotal role in delivery technology that has supported a massive business growth. Narek is an organisational change coach, programmer, an advocate of lean practices, dad, husband and a passionate @ManUtd supporter.
Technology vs. Processes: Increasing value delivery by doing less (Hotels.com)
Getting new product features released to users is often a painful, risky, and time-consuming process.
This talk walks through the evolution of processes and technical practices at Hotels.com that achieved rapid, incremental delivery of high quality, valuable new functionality to users. Automation of build, deployment and testing process, fundamentally improved collaboration between product management, developers, test engineers, tech operations enabled a world where software can be released to users in a matter of hours; sometimes even minutes.
The first half of the talk will focus on analysing the technology and process changes that led to Hotels.com being able to go from a quarterly release schedule to applications and services releasing on demand. Delivering fast requires new methods and new tools, and we have to have the courage to leave old tools behind.
At the heart of the talk is the notion that any positive change is achieved by constantly re-balancing investment in technology, process and people who drive the change.
The final part of the talk argues that increasing pace of delivery is not enough. We will discuss how Hotels.com focuses on improving the pace of finding out which issues are worthless, to reduce the delivery of features that won’t add value to its customers.
Expedia Inc. is a leading player in the $1trillion+ travel industry. Hotels.com is the hotel specialist brand of Expedia Inc. with 85 websites in over about 74 languages, listing more than 325,000 properties around the world. Hotels.com is a highly distributed and high traffic website with 2.5mln+ daily unique visitors; 800,000+ unique customer searches a day.Read more...
Andrea Provaglio is a Strategic IT Professional, Agile Transformation Coach, Public Speaker, Consultant and Trainer. As an independent professional, he helps organizations to implement better ways of doing business with Information Technology (IT); and he coaches teams and individuals who want to improve technically, relationally and culturally. His main contribution is in assisting executives, leaders and managers, who appreciate the business advantage of effective knowledge work, to evolve their company and teams into healthier, more modern organizational and cultural models (which includes, but it's not limited to, Agile and Lean). In over two decades of professional experience, Andrea had clients in three different continents and he worked with a wide range of companies and organizations, both in the private and in the public sector, ranging from the United Nations and large multinationals to small and dynamic IT companies.
The Power of Expectations
Understanding and managing the way expectations are generated is a critical skill if you care for happy stakeholders (from end users to investors to technical teams) and you want increase the chances of success of your projects, on many different levels.
In fact, having guided quite a few Agile and Lean adoptions as part of my professional career, I came to realize how one of the major sources of resistance, as well as of failure, are misplaced or unrealistic expectations.
Among these, the most dangerous and the harder to change are those about the business and organizational dynamics of software development itself. Of course, challenging one’s expectations is something to be expected (pun intended) but that’s easier said than done, especially when the expectations are our own.
In this interactive session, which includes some activity for the audience, we’ll explore what “expectations” really means and we are part of their creation. We’ll also how to bring more to the surface hidden expectations and how to suggest better alternatives.Read more...
A Certified Scrum Product Owner and a first time Agile conference speaker, Bálint is a Business Analyst with more than 12 years of experience in providing and managing the requirements for in-house as well as outsourced, distributed software development projects for clients in Hungary, Germany, USA and the UK – mostly in the Online Travel industry. Once upon a time he simply used to walk over to the room next door where developers sat and just tell them what he needed… Then for years he created long and detailed use case documents and specifications, only to give up on that and start writing user stories. So far – by far – he has been enjoying the Agile world the most and loves working in a shared product owner role. Besides being a Chief Business Analyst at EPAM Systems, he is a father, a husband, a Rotarian at the Rotary Club Budapest-Center and an experienced World Traveller.
Product Owner Role: Share or Not To Share?
In an Agile software development project the goal is _very_ simple: “deliver a market ready solution on (or ahead of) time that brings the most business value”. We all agree it is a team effort, but in order for our product to ship successfully by all means, we need a captain. Well, not a captain, but a Product Owner.Read more...
We need a Product Owner who can monitor, discover and foresee market trends; channel in, listen to and organize all the requests from a wide group of stakeholders; manage, plan, document and prioritize all of these findings; and then align, clarify and communicate them to the development team(s). And probably most important of all: be available. To everyone. Always.
Can all of these requirements be efficiently met by a single individual?
And how about adding another dimension to the above compiled job description by distributing the team(s) geographically? Can this single person be always available? To everyone? At every location? In every time zone?
This talk will look at the feasibility of such a geographically distributed software development project from the Product Ownership’s point of view by introducing one potential solution. A solution that has worked for us and could be a reference point for you to set-up or fine-tune your own solution.
László Fülöp works for Pont Systems, a solutions provider company focused on custom software development. László has been in the IT industry this past 18 years, he has been working on all kinds of projects for different industries from Munnich, Germany to Ha Noi, Viet Nam. He kickstarted the agile transformation in Pont and is managing the agile stream since then. He is the CTO of Pont Systems. And of course, a Change Agent.
The Change Agent’s Dilemma – Using The Power of Disruptive Innovation in Changing your Organization
Going agile means changing your organization. If you are lucky you can succeed in one big step, get done, wash your hands and be happy. But most of us can do it only in small incremental steps, so deciding on the next step or steps is crucial, because we need success to keep our momentum in going forward.Read more...
In this talk you will learn about the process of selecting the best idea for your current situation. We will investigate how to choose from the many good ideas that you have. How to choose the one that will most probably work.
You may already have gone agile, and have discovered that this is only the first step in the ten thousand mile journey.
Or just want to change yourself, your team, your project, your organization, or maybe the world. Once you get started in the change business, it becomes a habit, and you always have a hundred ideas what to change, and need to decide which one to start with.
Or maybe you have one big idea and curious about whether it will succeed.
We speak a lot about how to change the world. But quite few about what to change. Little is known about the how to select and prioritize your ideas that they will have the most probability of success.
I invite you on a journey to this undiscovered territory to get a better understanding of how ideas and inventions actually born, grow and succeed on the long run.
The targeted audience is anyone who wishes to introduce changes and would like to understand some of the nontrivial aspects of innovation.
Szabolcs Dobra has been working on Telecom Platform and various Telecom Application development projects for Ericsson over the past 8-9 years mainly as project manager. In the last few years he is actively participating in the transformation from traditional to Agile project management. After these years he has a clearer understanding of the obstacles and also the enablers that supports the organization in the change. He is working currently as a Chief Product Owner.
Winning a tender with Story Mapping
Is it possible to challenge the ad-hoc estimation?
Would it help if you would have clear scope before you promise something to your customer?
During an ongoing tender for the American Telecom Region it has been identified that our product is lacking a key functionality. Without this functionality it seemed impossible to win the tender. Therefore we needed to quickly come up with an idea how to fill this gap. We had only two days to present a plan to stay in business.
After spending a few hours with a cross functional team and the technical experts gathering the scope collaboratively we managed to put a Minimum Marketable Feature proposal on the table. Within an hour we had a clear business strategy agreed with our Product Manager based on this input that put us back on track in the tendering.
Story Mapping is a powerful collaborative scope definition technique. It clearly visualizes the scope in priority order. Immediately tells the necessity and provides vision for future roadmap. Product Managers and Product Owners love it as they have great understanding of the scope and can easily see how to fit into tight deadline and budget. Estimation is improved, scope is clear, trust level increased.
Feedback on Story Mapping:Read more...
“It is crystal clear what is the scope and why.” – Roger, Strategic Product Manager (SPM)
“Very good tool to visualize the big picture and the increments of the feature.” – Máté, Component Area Responsible
“It’s a great tool for me because I can easily find good marketing slogans to sell for future roadmap.” – Roger, SPM
Lajos Tancsik is the head of software development of INSEAD Business School based in its Singapore campus. He spent 20 years in various senior management positions on the IT area at well-known players of many industry sectors, like FMCG (BAT and Pepsi), heavy industry (Alcoa), banking (Intesa San Paolo) and education (INSEAD). He has 10+ years’ experience in leading virtual teams in multinational, many times cross-continent environment. During his current assignment he has successfully transformed the software development of INSEAD to agile. This achievement is a major contribution to the new digital strategy of the School. Lajos has 5 years of experience of soft skill training, management coaching and group coaching as well.
Dealing with legacy projects and multiple customers by transforming to agile
Two strong, business lines competing for resources, an underperforming external software company, a long-running waterfall project, an operational crisis around a recently deployed system – are all well-known phenomenons for software development leaders. But what happens when they all occur at the same time, while the further development of the software is in progress with full speed?
Such an instructive story will be presented during the session, where topics will be discussed like transforming a waterfall project to agile, building an internal scrum team, and when business decision puts two Product Owners on top of the merged code base. Meanwhile a software application in crisis mode becomes an exemplary success story.
About INSEAD: As one of the world’s leading and largest graduate business schools with campuses in France, Singapore and Abu Dhabi, INSEAD’s business education and research spans three continents. Its 146 renowned Faculty members from 34 countries inspire more than 1,300 degree students annually in MBA and other programmes. In addition, more than 12,000 executives participate in INSEAD’s Executive Education programmes each year.Read more...
Árpád Metzing, Levente Vigh
Árpád is a Lead Software Engineer with strong interest for agile and methodology in general. He has been working in a huge medical software project for over 4 years - developing and maintaining tools to support the successful and efficient work of other development teams. His team has succeeded in implementing the majority of the agile principles in a traditionally managed multinational company. Levente started his carreer in the software business as a tester in 2007. During his first years he experienced many things starting from manual and exploratory testing, through test automation up to writing and maintaing their own software testing framework. Since 2009 he is mainly involved in Continuous Integration including forming the process, executing and investigating the CI builds, creating and maintaining the infrastructure and spreading this knowledge as the evangelist of the topic in the company. Five years ago, he was member of the pioneer team adapting their processes, source control- and integration system to a newly introduced ALM solution – based on the agile principles. These days - besides his daily tasks in CI - he supports other organizational units in CI matters and their transition to agile with his experience gained in the past 5 years.
Support teams in the Agile World
According to agile principles, teams shall handle everything possible connected to their product / project work. What are the exceptions? When does it makes sense to carve-out certain topics and handle them to e.g. support teams? In our presentation we would like to show live examples coming from the experience gained in the past 5 years taking part in the development of a number 1 medical product.Read more...
TJ Ewing, Gábor Mayer
Currently based in Budapest as Vice President of International Development & Managing Director, TJ oversees LogMeIn’s business operations and HR teams and acts as a catalyst for LogMeIn’s engineering teams toward continuous improvements. Prior to LogMeIn, TJ served more than 15 years as an executive and consultant in the software, construction, and food industries in the USA and Hungary. TJ holds a B.Sc. Engineering and an MBA from the University of Michigan.
Hack-a-ton and Innovation
TJ Ewing will share some insights about LogMeIn with you:
About our way how we encourage our colleague to innovate and how motivating this opportunity for innovation can be. When people have the freedom to do what they imagined, when they own their mission they can create incredible things. At LogMeIn we are creating innovation culture. By doing so empowering everyone to create something useful.
Dreaming big is sometimes not enough. Gábor Mayer invites you on a journey, where he shows how a promising idea became a product at LogMeIn:Read more...
Of course along the road there were several bumps. We even realised that our brilliant idea was not that brilliant. But how did we end up finally with a patent and how did we win the first LogMeIn Hackathon? I will tell you at in my talk!
Open Space is a method for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. What topic would you like to discuss?
- Think of a topic
- Take a card and a marker, write your topic and name on it
- Pick a timeslot and location for your topic on the Open Space Marketplace
Basic organizing principles of the Open Space:
- Whoever comes is the right people
- Whatever happens is the only thing that could have
- Whenever it starts is the right time
- When it’s over it’s over
Use the Law of Two Feet to take responsibility for following your own passions. If you feel that you are not contributing or benefitting from a session, please feel free to move on to something else. Remember it’s self-organizing so prepare to be surprised.Read more...
We invite the day’s speakers on stage to give a few minutes long summary of their talk to the audience, to help them decide which talks they would like to attend.Read more...
Lightning Talks will be a self-organizing queue of very short (3 minutes tops) presentations, where everyone is welcome to present their topic. What would you like to share?
Read more about the Lightning Talk format hereRead more...