09:00 - 09:45
Revisiting Pandora's Box: The Gift of Hope and the Future of Agile
For many people, the creation of the Agile Manifesto in 2001 was one of the biggest catalysts for positive change in the world of business and IT.
And yet, in spite of the significant steps we've taken in advancing organisational agility, for many of us, attaining true agility remains as elusive as Hope itself.
Join us for a fun, interactive and self-reflective keynote with Portia Tung, Executive and Business Agile Coach, renowned for playing in corporate settings to bring about positive change.
Together with a clear goal, willpower and waypower we'll learn how to apply Hope as a practical tool for a more playful and joyful journey towards personal and organisational agility.
10:00 - 10:45
We'll go on a journey through some of the timeless quotes of the great masters, Shakespeare, Darwin, Einstein, Jung, the Buddha, and others, while drawing parallels with agile philosophy. What's timeless about agile?
Some philosophies and practices are just as practical and relevant now as they were hundreds or even thousands of years ago, whereas others have withered or died out, sometimes within only decades or even less.
Looking to the future, what from the world of agile is likely to endure, and what is likely to end up on the rubble heap?
10:00 - 10:45
A system's resilience is tested by stressing it under controlled conditions to find where it will fracture first. Finding where a system is weak before an emergency allows us to prepare & mitigate better. This is true of any system, including an agile team.
We know teams with good habits such as TDD, SOLID principles, pair working, D.o.D., low WIP limits etc. are successful. Intellectually teams know they are a good idea...but... the human brain is a tricky thing, and habits are hard to change.
A GREAT team does these things because its habit. It's just what they do. Every time.
A GOOD team USUALLY does these things, but there are often reasons they don't. It's not a habit.
Showing a 'good' team where they need to improve can be difficult. They may even be in denial any improvement is needed...We know people learn best when can they fail without fear.
Enter the Chaos Lottery..1 person in the team wins the Chaos Lottery! For a set time they withdraw from contact with their team, immediately & with no handover.
- If the team practice pair working, they know where the work is up to & finishing off without the lottery winner is no problem.
- If the team check code in often, there is no big chunk of inaccessible work - all but the very last bit is checked in.
- If developers and testers work closely, & the tester was the Chaos Lottery ticket winner, the rest of the team know how to continue with out her/him.
Inspired by NASA astronaut training for solving complex, evolving problems on the fly, the Chaos Lottery is one approach to testing an agile team's resilience.
This is a story about knowing what you should do, and finding you are still not quite doing it.
10:00 - 10:45
How do we measure success in Agile?
In this talk I will describe the metrics that can be used at the individual, team and organisation level and the impact on behaviour and performance of choosing a good metric and also the negative impact when choosing a poor metric.
How we used vision, strategic objectives and measures of success to help ensure our teams had the autonomy to prioritise and deliver against the goals they set. Using the knowledge of what the business was trying to deliver at a strategic level to help support decision making at the team level.
How having this focused strategy sets team's free to innovate as the measures of the success are being defined not the scope of delivery.
Linking the why to the how and what. Keeping purpose and autonomy at the heart of what we do.
11:00 - 11:45
In order for organisations to recognise uncertainty, and find better ways to respond, this talk will describe how the Project Management Office (PMO) has the potential to support your organisation in surviving and thriving in an uncertain competitive environment.
This talk will explore how the Agile mindset, and Lean ways of working, can be used by the PMO to guide their organisation towards an operating model of high performance, with a unified purpose across the enterprise.
11:00 - 11:45
11:00 - 12:15
Jobs to be Done (JTBD) is an interview technique and way of thinking for revealing deeper insights into why people choose a product or service. Using JTBD helps us to avoid building stuff that no-one wants. It is a way to better understand what a product or service really needs to do.
WHY THIS MATTERS
The first principle of the Agile Manifesto says: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”. And yet, 15 years later, we still see a lot of organisations delivering software that generates very little or no value. The main reason is quite simple: it doesn’t satisfy customers, because it doesn't help them with their Job to be Done.
No team wants to build a product that no-one wants. Not only is this a waste of time and money, but it is a huge waste of precious human potential. How can we do better?
STOP FOOLING OURSELVES
Part of the problem is that we have so many cognitive bias that we have to fight against. We are prone to fooling ourselves into believing that we really do know what customers want – treating bold assumptions as facts.
As a result, we spend most of our time adding new features, iterating on our products and blindly following product roadmaps that actually get us nowhere at all.
JTBD helps us better understand what users and customers are trying to get done, as well as their purchase decisions. Armed with this information we are in a much better position to test different solutions that are more focused on what customers are more likely to actually use.
Note: This workshop is 75min long
13:30 - 14:15
Traditional performance reviews don’t improve performance and are an impediment to collaboration and team self-organisation. What if Performance Management was the responsibility of the whole team? How would that look, would it work and could it be more effective? Agile makes this possible.
In this talk Adam will present an alternative, team oriented approach, that is aligned with Agile values. One that treats people with respect and enables the frequent exchange of meaningful competency feedback between all team members. It supports conversations that develop people and help teams stay productive.
He will share data from over a year of experiments and propose that with the right approach and support, it is indeed possible and desirable for Performance Management to become a team responsibility.
13:30 - 14:15
Agile has reached far beyond its origins as a method for writing great code and delivering systems, it has gone viral, it has changed the dynamics of how organisations operate at every level - test driven product development, continuous delivery and improvement , talent and knowledge driven operations, diverse, organic and dynamic team and business structures and more.
In this session hear stories about how agile adventures beyond the code are changing traditional business practices and delivering a business management model fit for the 21st century.
13:30 - 14:15
10 radical ideas of Testing focuses on 10 things I've learned in 10 years being a QA. My hope is to challenge your assumptions and preconceptions with controversial and hard-hitting common sense. These useful strategies continue to help me in my career and they promise to help you too.
14:30 - 15:15
There’s some weird stuff going on in the name of “agile” nowadays. Too many pretty promises, eager exaggerations, and misguided misapplications of misunderstood premises make for troubling times. So what is the future of agile? We want to share with you how agile fails and how agile succeeds. The key to the future of agile is being thoughtful, realistic, and above all skeptical.
14:30 - 15:15
For years, marketers have used up-front planning and specification to launch campaigns in a single big bang. This worked in predictable and well-understood environments, like TV and press advertising, but the Internet has now made marketing far more complex, fast-paced and uncertain. As a result, the old approaches often don’t work, and the answer may lie in agile.
Based on Gez’s research at Bristol University and 12 years experience of using agile in marketing and comms environments, this talk looks at how agile can be used in marketing, and the potential blockers to making it a reality.
14:30 - 15:15
Does the idea of "play" intrigue you? Do you wish you could play more instead of just eat-work-sleep-repeat? Or perhaps you feel you need permission to play?
Then join us on a mini play adventure!
Based on the initial findings of my play research, what adults need and want most are: 1) reassurance that play isn't a waste of life AND 2) permission to play.
This fun and interactive workshop has been carefully crafted to give participants the chance to experience how we unblock ourselves and unlock our potential as individuals by acknowledging and embracing our playful selves.
Join me, Portia Tung, Playmaker 001 and Play Coach, to crystallise your definition of play and explore your relationship with play. You'll get to play on the Play Carousel, a mix of exercises, arts and crafts and games to get us thinking and talking about play and having fun!
No mini play adventure is complete without the prospect of change and challenge, so you'll get to take away at least 3 ideas to increase your daily amount of play right away.
15:45 - 16:30
Product Managers and Designers understand that depending on the complexity of the problem and the domain, the Discovery period is one of the most critical times in the product life cycle. Without it, there is no time to validate and de-risk ideas before committing to code.
If stakeholders are not involved in the process, there is no transparency or understanding around the activities that are taking place, the time it takes to implement them, how insights are derived. Without this participation, stakeholder miss out on the ah-ha moments that product teams experience, and don't every truly understand how user centered design practices work. PMs end up with a vision that's un-supported. This talk will outline this risk, discuss the reasons why it's important to have stakeholder collaboration and input, and detail how and when to get stakeholders involved so as to maximize their value.
15:45 - 16:30
The term "Teal" to describe the next stage of corporate evolution was proposed by Frederic Laloux in his book, Reinventing Organizations. A Teal organisation is considered an organic, living entity, unlike most corporations today which can best be described as mechanical in both intent and execution.
But those of us embedded in the Agile community know that this concept is not new, indeed we have been striving for the release of control and the promotion of nurture for many years now. Is Teal then just a reinvention of the Agile wheel? Yes and No.
Laloux offers three simple, yet powerful principles that would describe a Teal organisation:
• evolutionary purpose
• wholeness at work
Although many of us have been working towards these same ideals, perhaps under slightly different headings, there is also those within the Agile community that misunderstand the ethos, and stay rooted in the old, mechanical paradigm (e.g. consider SAFe). We also have the problem of the Agile Manifesto itself which anchors Agility firmly in the software development space. Perhaps a Teal worldview, which reaches further afield, can offer us a pathway to the wider organisation, while at the same time offering us a new metaphor to dismantle the illusion of mechanical control forever.
15:45 - 16:30
Agility is not an option. It is a matter of business survival.
By now, we all know that software is at the core of most business. The world of business continues to accelerate at a pace that appears to be increasing. The key competitive advantage appears to have moved from product innovation and development to business model innovation.
Yet, most companies are still trying to run with antiquated business and management models that worked in the early XX century and are ill-suited for the XXI century and the knowledge economy.
Why does this matter? In the past few years the Agile world has been evolving at a lightening speed and incorporating lots of exciting ideas. Many borrowed and adapted from other fields.
Trying to transform development teams to use any of the agile framework is not enough. To survive, companies have to enhance the entire Business Agility. Thankfully, we have been influencing more and more other layers of the business and with that we have (re)discovered the power of things like Business Agility, Flow Management, Lean, Kanban, Complexity Theory, Theory of Constraints, Liquidity, Business Mapping, and so on.
Business Agility continues to emerge, mature and evolve. In this talk, Jose will attempt to share what is exciting him (and what is scaring him, too). As an emerging talk, he does not promise to hit this objective, but he will do his best!
16:45 - 17:30
Many Agile Coaches are former software developers, some are not. But when technology moves on, well known Agile approaches can be challenged. Applying the Agile approach of Vertical Story Slicing on Micro-Services is one such example.
Join us for a talk on how as Agile Coaches we can coach in technical areas where technology may have moved on, thus challenging the perceived coaching approaches to helping teams become self-organising.
Questions that will be answered will be:
- How can you Vertically Story Slice Micro-Services?
- Where is the real Product in Micro-Services?
- How do you Coach technological challenges, when the team does not know the answer and neither do you?
- When a Micro-Services architecture seems Component based, how do Feature teams work?
- Finally we present a Case Study of a Micro-Services implementation with six Scrum teams in an Insurance company building a real-time transactional Q&B system. And how they were coached!
16:45 - 17:30
Documentation is still the most important thing developers continually respond as most affecting their decision making. Frankly caring about documentation shows you care about the developer, whether external or internal. Yet, documentation is constantly pushed to the wayside, aligning that idea with Waterfall and top-down development. How do you then foster a culture that gets your developers excited to create documentation? And as an extension, how do you get your developers excited about pleasing their customers?
Start out by automating what you can and then creating a process. Documentation is something that requires discipline. It’s up to your team to identify what interruptions are constantly being pointed to as excuses for not completing the documentation. Then, you can put an investment into your documentation, looking to first solve and reduce those interruptions, making documentation the way you address repeated issues and make your customers more autonomous.
Documentation is actually particularly important to the Scrum process, where "documented" is part of the definition of "Done." Documentation can also be a good team-building exercise as it invites everyone to take ownership of their own piece. It also keeps everyone cognizant of keeping the code itself simple and self-explanatory. And it's especially important for team communication and collaboration as, with microservices, containers and the like, our developers gain autonomy, but there's a struggle to work out loud so you know what everyone else is doing.
Finally, someone should be in charge of managing the documentation -- someone with a tech background but some marketing savviness -- to curate it all, helping to make sure it's there and that it tells a clear story that's easy to search through, but that also supports the overall business proposition.
16:45 - 17:30