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Enterprise Agile [clear filter]
Monday, August 3
 

10:45

Navigating the Complexity of Organizational Change (Jason Little, Declan Whelan)
Limited Capacity seats available

Abstract:
Einstein said "We cannot solve our problems with the same thinking we used when we created them" yet many organizations that want to adopt Agile end up using existing organizational structures to make it happen. That is, they create a centralized team to roll Agile out, define metrics, create a dashboard, communication and training plan and finally a Sharepoint site to push the change outwards. The outcome ends up being another failed Agile transformation story because people either resisted change or they failed to change their organizational culture.
This isn't an 'Agile' problem, it's a structure problem. The real issue is that organizational structures are designed to serve the internal purposes of the organization, not their customers or the value they create for their customers.
In this session we'll explore real organizations that are thriving by structuring in radically different ways. That includes apply the concepts of dual organizational operating systems, de-centralized networks, structuring around value streams, horizon planning and full-on organizational explosion.

Learning Outcomes:
  • - how to identify strategies and tactics for implementing meaningful organizational change
  • - how to deprogram yourself from the assumptions you have about how to change your organization
  • - takeaway concrete practices you can apply tomorrow



Speakers
avatar for Jason Little

Jason Little

Leanintuit
I started my career as a Cold Fusion developer of all things. Then I upgraded to ASP. Both languages are still better than any new fangled framework today. Then I realized I wasn't all that good at it so I went into management and eventually into consulting. Now I'm an author and... Read More →
avatar for Declan Whelan

Declan Whelan

Leanintuit
Helping organizations improve value steams and their organizational structure.



Monday August 3, 2015 10:45 - 12:00
Potomac 1/2/3

14:00

Scaling Agile: Patterns and Anti-patterns (Monica Yap, David Grabel)
Limited Capacity seats available

Abstract:
Scaling Agile is risky. No matter what framework you use to scale Agile in a large enterprise, what are the patterns which lead to success, and what are the anti-patterns which lead to disasters? We invite all experienced Agile practitioners to explore and form a list of scaling patterns and anti-patterns. We will share our experience on how to create the successful patterns or avoid/resolve the anti-patterns. This is a highly interactive workshop with a goal to help the Agile community be more successful with enterprise transformations. Attendees can choose to be participants or observers.
Some of the aspects of enterprise transformations to be explored for patterns and anti-patterns include:
• Large scale planning
• Geographically distributed teams
• Agile mind set
• Agile metrics

Learning Outcomes:
  • Attendees will be able to:
  • • identify agile scaling patterns and anti-patterns
  • • resolve the anti-patterns
  • • create the successful patterns



Speakers
avatar for David Grabel

David Grabel

Enterprise Agile Coach, Grabel Consulting Services
David Grabel is an enterprise agile coach at The Eliassen Group, currently consulting at Fidelity Investments. He is helping them implement Fidelity's version of the Spotify model. He is coaching Tribe, Squad, and Chapter leaders to unite the business and technology people in cross-functional... Read More →
avatar for Monica Yap

Monica Yap

Agile Coach, Twitter
I am an Agile coach, trainer, and occasionally a speaker. I am a regular CSM, CSPO co-trainer since 2010. I like to focus on leading and coaching successful Agile teams, and help to turn teams into high performance teams. I\'m a Certified ScrumMaster, CSPO, CSP and have over 20 years... Read More →



Monday August 3, 2015 14:00 - 15:15
National Harbor 3

15:45

Did We Buy or Just Lease the Agile Car? (Matt Anderson)
Limited Capacity seats available

Abstract:
It is no secret that more and more companies are adopting Agile. The challenge is that many of them treat it like buying or leasing a car. They take the Agile car for a test drive, like how it handles and then make the purchase/lease without considering the total price of the vehicle over the lifetime of the investment.
When the Agile car is only leased, it is a business liability that has a planned obsolescence. The company throws money at a short-term problem that they will plan to replace with whatever the next model will be once the lease runs out. Maintenance and care will be invested at only at the level that meets the lease agreement. This short-term approach prevents the cultural all-in strategy that Enterprise Agile requires.
If the Agile car is bought, it becomes a capital asset. It can depreciate depending on what make and model is purchased or it can become a long-term asset that increases in value. Maintenance is included as part of the expense of ownership and is based off of the planned longevity of the asset. Corporate culture is modeled to embrace Agile as a core decision-making tenant, not just for development purposes but across the Enterprise.
Matt Anderson will discuss the common challenges that a sustained enterprise agile adoption will encounter over time and ways to overcome them to ensure the corporate Agile car stays in top condition and is an asset and competitive advantage to the company.
Based on lessons learned at Cerner Corporation, Matt will discuss how to handle sustained enterprise challenges like:
1) Re-organizations
2) Annual Planning
3) C-Suite prioritization shifts
4) Team changes
5) Burn-out and Cargo Cults
6) Suboptimization within organizations that decreases enterprise throughput
7) Leadership power struggles
8) Mergers and Acquisitions
While Kaizen is the desired maintenance approach, Kaikaku "accidents" happen that require some major repairs or restoration. Enterprise Agile has to handle both smoothly to truly be an competitive advantage. This has to be a core competency within the organization, independent of reliance on external consultants.
Learning Outcomes:
  • Participants will be able to:
  • Diagnose potential problems at the enterprise level
  • Determine which tool to use to perform the necessary maintenance. This goes beyond the generic "hold a retrospective" or "collaborate" answers commonly given.
  • Have confidence that Enterprise Agility is not a buzz-word or temporary fad and is attainable and worth the investment
Attachments:

Speakers

Monday August 3, 2015 15:45 - 17:00
National Harbor 6/7
 
Tuesday, August 4
 

09:00

Not Doing SAFe? No problem. Not doing these? Big Problem (Al Shalloway)
Limited Capacity seats available

Abstract:
SAFe has attracted a lot of attention. While its detractors claim it is mostly good marketing, it is actually because SAFe addresses many key issues in Agile at scale that are ignored by virtually all of the current popular approaches. This talk presents what one must attend to regardless of one's approach. It then describes how these challenges are addressed in SAFe. Participants interested in scaled Agile in general or SAFe Agile in particular will find this talk of great value.
The talk discusses the following Agile at scale issues:
  • Why using a foundation of Lean-Thinking is essential
  • Why having explicit workflow and decision policies greatly increases learning
  • Why you must build quality in with Acceptance Test-Driven Development
  • Why it is important to delivery business incrementally
  • Have architecture epics be a peer with business epics
  • How to guide business value to be delivered in a hierarchy of portfolio, program, team and why this is necessary
  • Taking a four step process to large scale implementation 1) Use a portfolio kanban system to limit work on the development teams 2) Create cross-functional teams to the extent appropriate while organizing these teams so that they can work together 3) Adopt the appropriate work flow that includes test-first at at least the acceptance level and provides a common cadence of all teams to enable continuous integration 4) Use kanban to manage WIP at the front of the value stream
  • Have an owner for the development value stream
Learning Outcomes:
  • An understanding of the challenges facing an organization that develops software, either as a product or for IT
Attachments:

Speakers

Tuesday August 4, 2015 09:00 - 10:15
Potomac D

10:45

Three Things You MUST Know to Transform Any Sized Organization into an Agile Enterprise (Mike Cottmeyer)
Limited Capacity seats available

Abstract:
The deeper we go down the path of scaled agile transformation, the more we are learning that adding additional process and additional complexity can only ever get us part of the way there. At some point size and complexity is going to limit our ability to be truly agile. To be truly agile, we have to reduce size and complexity and move toward greater organizational simplicity.
The challenge is that large organizations ARE often complex and usually anything but simple. Most agile transformations get started by either ignoring the complexity inherent in the system or by wrapping that complexity in planning constructs that can help in the short run, but are ultimately doomed to limit your business agility over time. There has to be another way.
To really achieve agility at scale, we have to stop chasing more advanced ways to manage complexity and seek out more effective patterns for moving toward greater simplicity. In short, it’s not the end state of an agile transformation that we must stay focused on, it’s the systematic process of reducing complexity that is critical to achieving your ultimate business goals.
To transform any sized organization into an agile enterprise, there are only three things you need to know to be successful:
  1. You must have complete cross functional teams
  2. You must have clear backlogs
  3. You must have the ability to produce a working, tested increment of product on regular intervals.
Every other benefit of agile is impossible without creating these three conditions for success; everything that gets in the way of creating these three conditions is an impediment to your transformation which has to be removed; and your transformation roadmap should be solely focused on how your going to make all this possible in your organization. Until you make this happen... nothing much else is going to matter.
This talk will explore patterns for creating cross-functional teams at scale, what that looks like, what get’s in the way, and how to get there. We’ll discover why clear backlogs are so hard to create and what you'll need to do about it. Warning, this will not be easy! Finally, we’ll discuss why working tested software created on regular intervals is the secret sauce to actually getting the business benefits your organization is looking for.

Learning Outcomes:
  • Participants will learn the critical importance of forming complete cross-functional teams, why many common patterns for forming teams fail, patterns for forming teams successfully, and strategies for progressively reducing dependencies between teams over time.
  • Participants will learn common failure patterns we see around creating backlogs, how the guidance contained in Scrum and SAFe can actually prevent some organizations from creating effective backlogs, and patterns for creating backlogs that really get teams moving quick.
  • Participants will learn what it really means to create a working, tested, increment at the end of every sprint, release, or PI. They will learn how making this kind of progress support solid delivery metrics, increases predictability, and earns the trust of the business over time



Speakers
avatar for Mike Cottmeyer

Mike Cottmeyer

CEO and Founder, LeadingAgile
Mike Cottmeyer, LeadingAgile founder and CEO, is passionate about solving the challenges associated with Agile in larger, more complex enterprises. To that end, his company is dedicated to providing large-scale Agile transformation services to help pragmatically, incrementally, and... Read More →


Tuesday August 4, 2015 10:45 - 12:00
Potomac C

14:00

Reinventing Organizations - Enterprise Agility (Olaf Lewitz, Michael Sahota)
Limited Capacity seats available

Abstract:
We present an alternative view to fitting Agile into larger organizations. Inspired by Fred Laloux’ book “Reinventing Organizations”, we offer a coherent and comprehensive model for organizational development which encompasses the past and guides us into the future. Agile finds its place in these concepts, and becomes a means to move between the model’s stages.
As a leader in an organization on its agile journey, you’ll notice that increasing agility struggles with existing organizational structures, governance systems and management expectations. We’ve understood for a while that the prevalent ways of how we run organizations are not compatible with Agile. We’ve tried to package Agile in a way that makes sense to people in organizations working the classical way.
Learn what’s new and essential about this model: the idea of organizational models developing with the evolution of human consciousness, progressing in clear stages. Now being a time where a new organizational model is emerging, and what that looks like. Learn how self-management, wholeness and evolutionary purpose shape organizations where agile will flourish and which agile can help bring about. Take away clear options for your enterprise and your clients to try.
Learning Outcomes:
  • Participants will understand how levels of organizational development influence fitness of an organization to be agile: how well Agile can work within organizations operating from these levels and how we can use Agile to transform our organization.
  • You will have learned example practices of advanced organizations and heard stories of companies where these practices have been successful.
  • You will learn something in this session that you can put to use next Monday: You will be able to identify steps and influence your organization.
Attachments:

Speakers
avatar for Olaf Lewitz

Olaf Lewitz

Trust Artist, TrustTemenos Academy
Olaf Lewitz loves his life and his work. He helps all with the art to love like that; an art that requires and fosters trust. He's the trust artist. Will stay when needed and leave when wanted.
avatar for Michael Sahota

Michael Sahota

Culture & Leadership - Trainer & Consultant - Certified Enterprise Coach, Agilitrix (Independent Consultant)
Michael K Sahota guides and teaches leaders how to create high-performance organizations. As a Certified Enterprise Coach (CEC), Michael has created a proven system for leading organizational change through a practical playbook for high performance. His model for Consciously Approaching... Read More →



Tuesday August 4, 2015 14:00 - 15:15
National Harbor 3

14:00

Whole-Team Dynamic Organizational Modeling (Raj Mudhar, Catherine Louis)
Limited Capacity seats available

Abstract:
In large organizations where the size of the product exceeds what a single Scrum team can deliver, we think through the best way to organize teams and work. In this hands-on workshop, we navigate through the process of developing & assessing large organizations using Lego. Unlike traditional paper-based “box and line” org charts, these models are physical, are built collaboratively, and provide insights into the psychology of the organization and its people. At Agile2012, this session was standing-room-only! Read about it on InfoQ here: http://tiny.cc/bs1duw Since then we’ve expanded and refined the approach.
The design of a large scale Agile organization is not a trivial undertaking. Business decisions are full of trade-offs, constraints, and opportunities. Organizational design has similar concerns. The effectiveness of your Scrum (or other agile) teams depends on optimum team organization balanced against the constraints of the business and your customers. Trade-off decisions can make the difference between an effective organization and one that continually struggles to deliver value to customers. In addition to the usual business considerations, there are cultural factors that come into play. The individualistic and Cartesian thinking that is a large part of organizational culture in countries like France may create problems when working with a collectivist, Confucianist value system that is a large part of cultures in countries like China.
Over the past eight years, Catherine and Raj have worked with project teams of 100 to 9000 people, distributed across many global locations, to model and test organizational design. There are many real-world constraints to consider, including:
  • Proximity to customers
  • Team communication barriers
  • Export control and other compliance legislation
  • Third-party supplier collaboration
  • Regional labour laws
  • Product architecture
  • Skills distribution
  • Cross-border cultures (e.g. French, American, Chinese, Indian cultural considerations for example)
By involving teams and other business stakeholders in the modeling process, the organization develops a deeper understanding of the constraints and opportunities of each proposed organizational design option, and more importantly, the modeling tool and method uncovers hidden assumptions and the values and principles that drive day to day organizational routines. This deeper level of understanding helps teams put their biases on the table for evaluation, often leading to new insights and ultimately, a better organizational model.

Learning Outcomes:
  • Building organizational preto-types - a physical model of your project organization you can use for troubleshooting, among other things, communication pitfalls, logistics issues related to infrastructure like test environments, and any number of other organizational constraints.
  • Methods for adapting the most challenging “old school organizations” to help them move along the continuum from traditional to Agile.
  • Thinking tools to help teams and management make good choices about organizational design. You’ll consider organizational communication, learning, speed of development, and quality.
  • Psychological factors that emerge during design, and how to deal with them.
  • Exposing and dealing with constraints including:
  • Degrees of separation from the Customer in geographic terms, and in terms of how far development teams are removed from direct customer contact.
  • Number and distribution of engineering staff (hardware, software, architects, testers, programmers, support and operations)
  • Number and distribution of non-technical staff (marketing, finance, product managers or product owners, sales)
  • The market conditions and the overriding goal. It could be quality, time to market, increasing organizational learning, a competitive threat, or a combination.
  • How management is organized to support the organization.
  • Constraints, including but not limited to, budget, skills shortage, communication barriers, regulated environments, standards compliance, unions.



Speakers
CL

Catherine Louis

cll group
Looking forward to producing the most awesome stage, "Working With Customers" thanks to our great review team and Shane Hastie!
RM

Raj Mudhar

Deloitte Canada


Tuesday August 4, 2015 14:00 - 15:15
Chesapeake 1/2/3

15:45

Agile Capitalization: Invest in the Future (Dan Greening, John Horton)
Limited Capacity seats available

Abstract:
In many companies, agile software development is misunderstood and misreported, increasing taxes, volatility in profit and loss (P&L) and costly manual time-tracking. Agile and Scrum teams inherently create production cost data that are more verifiable, better documented, and more closely aligned with known customer value than most waterfall implementations. Better reporting can mean significant tax savings and greater investor interest.
Explore the theory, benefits, regulations, and real-world examples of capitalizing software developed using agile practices. You will learn from members of the team that pioneered defensible agile capitalization practices in a $10B publicly traded company.
Leave with the understanding and resources to lead an agile capitalization effort at your company. Save weeks of research and investigation by attending this powerful briefing.
Learning Outcomes:


  • Improve the company’s P&L

  • Reduce or eliminate need to track actual hours

  • Free up working capital for innovation and growth in software development

  • Reduce future tax burden

  • Improve verifiability for internal and external auditors

  • Increase clarity for shareholders on investments and operational expenses


Attachments:


Speakers
avatar for John Horton

John Horton

Principal Consultant, Senex Rex



Tuesday August 4, 2015 15:45 - 17:00
National Harbor 12

15:45

So what do we do with the architects? (Ryan Bergman)
Limited Capacity seats available

Abstract:
You’ve made the switch to agile. You stopped doing comprehensive documentation and you have self directed teams that value emergent design right?. Then you notice that you forgot to give the architects something to do. Architecture is an activity that all teams need to perform and you might just have some experienced individuals around to help lead and guide them. In this presentation we will talk about what software architecture is, how teams accomplish it, and where the people traditionally called “architects” fit in an agile world.
Learning Outcomes:
  • When finished, participants should have a clear understanding of the different activities that architects perform and how self directed teams can accomplish them.
Attachments:

Speakers
avatar for Ryan Bergman

Ryan Bergman

Lead Product Engineer, John Deere Intelligent Solutions Group
I care about the craft of writing good, working code. I have a passion for agile practices that help enforce repeatable, predictable behavior and produce software clients actually want to use. Areas of particular interest include architecture, security, application usability, CI... Read More →


Tuesday August 4, 2015 15:45 - 17:00
National Harbor 6/7
 
Wednesday, August 5
 

10:45

A Roadmap to your very own Yellow Brick Road (Matt Arena, Bhupendra Ubeja)
Limited Capacity seats available

Abstract:
PayPal competes as a market leader in a highly contested market place - the “prize” is big, startups are well funded and the industry is ripe for disruption. We realized we needed to increase responsiveness to market opportunities and competitive threats to be successful.
At scale, increased responsiveness requires that information critical for product planning and decision making remains complete, timely and accurate. For PayPal to continue to grow we needed an increased line of sight to producing and managing business value at scale.
Our response to this Strategic Imperative has been to develop and implement Continual Roadmap Planning at Scale (300+ teams) in an Agile enterprise.
In this interactive workshop, we'll practice developing a product roadmap and confront complex roadmaps at scale with dependencies. Participants will leave the workshop with a crisp list of steps to drive Continual Roadmap Planning and how they can act on their own strategic imperative to implement this in an Agile enterprise at scale.
Learning Outcomes:
  • - Appreciation of what’s involved in Roadmap Planning at Enterprise Scale
  • - Setup for looking at how this could apply in your situation
  • - Discover something about Agile Planning that you didn’t know
Attachments:

Speakers
MA

Matt Arena

Senior Transformation Engagement Lead, PayPal, Inc.
Matt is currently an Enterprise Transformation Architect within PayPals Agile Transformation Group. He has been leading process transformation efforts for over 15 years, currently leading efforts at PayPal across the Enterprise Agile space including Roadmap Planning, Release Planning... Read More →
BU

Bhupendra Ubeja

Director, Enterprise Transformation, Planning & Portfolio Management, PayPal Inc.
Bhupendra Ubeja is Director, Enterprise Transformation at PayPal. He is currently responsible for leading Transformation to Agile at Scale, and also leads Enterprise Planning & Portfolio management for PayPal. Bhupendra joined PayPal in August 2008 and since have led various Change... Read More →


Wednesday August 5, 2015 10:45 - 12:00
Chesapeake 7/8/9

10:45

Using a Design thinking process to approach a shift to Agile culture (Angel Diaz-Maroto Alvarez)
Limited Capacity seats available

Abstract:
Abstract:
Design Thinking refers to the methods and processes to investigate
complex problems in highly uncertain systems. This workshop is about
how to use this iterative process of observation, ideation and
implementation to better understand organisation's culture and create
reasons for people in the organisation to embrace Agile.
Summary:
This workshop is about how to use a design thinking process an
techniques to better understand organisation's culture and minimize
resistance to change in the creation of an Agile culture. The strategy
is to combine empathy for the context, creativity in the generation of
insights and solutions, and rationality to analyze and fit solutions
to the context. This solutions are aimed to create reasons for people
in the organisation to embrace Agile.
Description:
Design Thinking refers to the methods and processes to investigate
complex problems in highly uncertain systems, acquiring information,
analysing knowledge, and positing solutions. This workshop is about
the usage of this process to better understand organisation's culture
and minimise resistance to change in the creation of an Agile culture.
The strategy is to combine empathy for the context, creativity in the
generation of insights and solutions, and rationality to analyse and
fit solutions to the context. This solutions are aimed to create
reasons for people in the organisation to embrace Agile.
This iterative process of observation, ideation and implementation can
be integrated within your retrospectives and also applied outside IT
to create a continuous improvement engine for organisational culture
in organisations.
Mechanics:
10-15 minutes introduction
15-20 minutes for inspiration/observation techniques
(probably customer modelling & empathy map)
15-20 minutes for ideation techniques
(probably think in reverse & ideal world)
15-20 minutes for implementation techniques
(probably business model canvas & elevator pitch)
5-15 minutes closure

Learning Outcomes:
  • Deeper understanding of cultural change in organisations
  • Design thinking process
  • Design thinking inspiration/observation techniques
  • Design thinking ideation techniques
  • Design thinking implementation techniques



Speakers
avatar for Angel Diaz-Maroto Alvarez

Angel Diaz-Maroto Alvarez

Founder, AngeldiazMaroto Corporate Coaching
Angel is a very energetic, proficient and forward-thinking Coach who specialises on coaching organisations throughout their Agile journeys. His pragmatism and experience in Organisational Coaching and Business Agility are the driving forces behind his perceptive methods of action... Read More →



Wednesday August 5, 2015 10:45 - 12:00
Potomac 1/2/3

14:00

Entangled: Solving the Hairy Problem of Team Dependencies (Troy Magennis)
Limited Capacity seats available

Abstract:
When portfolio and program managers undertake quarterly (or annual) feature and portfolio planning, understanding team dependencies is made necessary to identify constraints and avoid overburdening one team. Complexity quickly grows beyond intuition after two or three team dependencies are identified, rendering current forecasting techniques unsatisfactory. This session will discuss the inadequacies of current tools and frameworks used to manage the dependency planning problem, and introduce the choices you have for reducing the complexity and new planning techniques that untangle dependencies into a doable plan.
At the end of the session, attendees will have a new understanding of the complexity team dependencies add to planning, and have a set of strategies and techniques to predictably manage products built in high team-dependency organizations. This session looks at example dependency graphs and graphical matrix techniques that are quick to build and give clear risk insight.
It often shocks organizations to learn mathematically that each team dependency HALVES the chances of an on-time completion of component or delivery. With two dependencies, there is a 1 in 4 chance of no delay; with three dependencies, there is a chance of 1 in 8 delivering on-time. One large legacy application the author worked with had seven dependencies from a core library to a user interface – that is a 1 in 128 chance no team will be delayed (127 times more likely to experience one or more delays). Planning clearly needs to consider how dependencies might impact each teams ability to integrate and build.
It is not as dire as it sounds, not every team suffers the same chance of delay. We look at how to analyze historical examples of delayed work to identify types of features that will encounter dependency delays in the future. Building a map (linked graph) and matrix visualizations of team dependencies gives a basis for examining this historical likelihood of delay and planning team organization structures or staffing plans that compensate. It is possible to predictibly plan in high dependency environments, its just too hard to do in ad-hoc ways.
Learning Outcomes:
  • Understand the impact of multiple team dependencies on planning and scheduling predictability
  • Introduce ways to identify and visualize dependencies for planning
  • Understanding current strengths and weaknesses of dependency management approaches
  • New strategies for minimizing the impact of dependencies and planning cross team capacity
Attachments:

Speakers
avatar for Troy Magennis

Troy Magennis

Focused Objective LLC
Troy is an experienced IT executive who has been involved in many leading software organizations over 20 years. Most recently, Troy founded Focused Objective to build and promote risk management tools that simulate and forecast software development projects and portfolios. Technology... Read More →


Wednesday August 5, 2015 14:00 - 15:15
National Harbor 4/5

14:00

The Agile Value Chain — Embracing Agile Throughout the Enterprise (Ken Rubin)
Limited Capacity seats available

Abstract:
Do you work in an organization that expects development to be agile but doesn’t see any advantage of changing the way the rest of the organization operates? Do your colleagues in sales, marketing, finance, legal, HR, governance, etc., unintentionally make your job more difficult just by doing things they way they’ve always done them? Do you try to explain that agile requires changes across the organization, only to hear, “But agile is all about development, right?”
If so, I bet you’ve heard all the same excuses I have. Sales can’t operate in an agile-like way because legal demands they write fixed-priced, fixed-scope, fixed-date contracts. Finance would love to be more agile, but budget realities require that you submit a spending plan detailing where every penny will be spent a year or more ahead of time—and yes, you will be held accountable to that. Senior management would love to help limit the number of projects, but that would mean saying no to one or more stakeholders, which just isn’t politically feasible. So for now, they’d like to have all the teams show a little progress (however small) on every project.
It is a miracle that we can do any kind of reasonable agile development in this environment! The reality is that if we want to be successful with agile, I mean truly reap the benefits of what we expect to get from agility, then we need to embrace agile throughout the full value chain. In other words, the non-development parts of the organization have to embrace agile and align their efforts with those of development.
This presentation presents various strategies for aligning groups like sales, marketing, legal, finance, HR, and senior management with core agile principles. The goal is to create an agile organization, instead of one that all but guarantees a continuous stream of impediments that interfere with team-level agility and sub-optimize delivered value.
Learning Outcomes:
  • Learn what is an agile value chain and why is it important to reaping the benefits of agility
  • Understand reasons why core agile principles are not being adopted through the value chain
  • Learn approaches to align sales, marketing, legal, and HR with agile development efforts
  • Learn how to include portfolio-level planning in the agile value chain
  • Understand the importance of including partners in the value chain and how we can do it
Attachments:

Speakers

Wednesday August 5, 2015 14:00 - 15:15
Potomac D

15:45

Introduction to Large-Scale Scrum (LeSS) (Bas Vodde)
Limited Capacity seats available

Abstract:
Large-Scale Scrum (LeSS)
LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas Vodde and Craig Larman while Scaling Agile development in many different types of companies, products and industries over the last ten years. There are several case studies available and an upcoming book describing LeSS in detail.
LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams. All of these are also available on the less.works website.
LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.
Introduction to LeSS
In this session, Bas Vodde and Craig Larman, the creators of LeSS, will be introducing some of the LeSS principles and run through the basic LeSS and LeSS Huge framework. This will be followed up with an interactive Q&A session with the audience.
Learning Outcomes:
  • What is LeSS?
  • What are the LeSS Principles?
  • How do the two LeSS Frameworks work?
  • Why should you scale up rather than tailor down?


Speakers
avatar for Bas Vodde

Bas Vodde

Odd-e
Bas Vodde is a coach, programmer, trainer, and author related to modern agile and lean product development. He is the creator of the LeSS (Large-Scale Scrum) framework for scaling agile development. He coaches organizations on three levels: organizational,  team,  individual... Read More →


Wednesday August 5, 2015 15:45 - 17:00
National Harbor 10/11

15:45

The Sprint 3 Revolt - How our large scale transformation nearly failed (Raj Mudhar, Jason Alexander)
Limited Capacity seats available

Abstract:
At the start of 2014, we cut over 2000+ people at American Express from waterfall to a full agile concept and delivery life cycle. Confidence was high despite the risk. A year of diligent preparation had put all the textbook conditions for success in place: senior leadership was on board; employees were psyched; we had coaches on the ground; a well thought-out agile Software Development Life Cycle; and a continuous integration and delivery infrastructure ready to go. Expectations were managed for the whole organization that the first few sprints for the 40+ scrum teams would be turbulent. Then Sprint Three happened. A revolt erupted across our teams that threatened the whole transformation. The window of opportunity to get it back on track was dwindling. This talk lays out what happened, the five-WHYs behind it, the resolution, and what others can learn from our experience when embarking on a large scale transformation.
Learning Outcomes:
  • Transformation Conditions for Success - what every large organization needs to succeed
  • Optimizing the Whole - How failing to look at the bigger picture can spell doom
  • Leadership - the importance of rapid response at the right time
  • Lessons Learned Summary - what you can do to avoid the mistakes we made, and a few things we did right along the way (including building an early warning system)
Attachments:

Speakers
JA

Jason Alexander

Head of Digital Delivery, Chase
Jason recently joined Chase to lead Delivery across the rapidly evolving Digital efforts of the bank. Prior to Chase, Jason led Product Development for Enterprise Growth at American Express. In his four years in Enterprise Growth, he led User Experience, Product Strategy and Planning... Read More →
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Raj Mudhar

Deloitte Canada


Wednesday August 5, 2015 15:45 - 17:00
Potomac 5/6

15:45

Value Stream Mapping Workshop (or: Improve your Organizational Efficiency) (Nayan Hajratwala)
Limited Capacity seats available

Abstract:
Do you wonder how to go about improving:
  • the three weeks it takes to onboard a new employee?
  • the eight weeks it takes to get a new laptop provisioned?
  • the three months it takes to get a feature deployed into production?
  • the six months it takes to get a new server installed in the data center?
Value Stream Mapping is a technique that can help to uncover bottlenecks, queues, and silos in any of your organizational processes. In this session you'll see real examples of Value Stream Maps from my clients and how they were used to make changes. We'll then break up into teams and create value stream maps of your processes.

Learning Outcomes:
  • Understanding of the components of a Value Stream Map
  • Understanding how to translate a Value Stream Map into actionable tasks.



Speakers
avatar for Nayan Hajratwala

Nayan Hajratwala

Chikli Consulting


VSM pdf

Wednesday August 5, 2015 15:45 - 17:00
Chesapeake 10/11/12
 
Thursday, August 6
 

09:00

Nine Immutable Principles of Lean-Agile Development at Enterprise Scale (Dean Leffingwell)
Limited Capacity seats available

Abstract:
Software is consuming the world. Industries of all types are faced with growing competitive pressures that can be addressed only through more innovative and productive IT operations, software-based systems, products, solutions and services. Many of today's systems are of such complexity that they require hundreds, and even thousands, of practitioners to build.
As always, we, the software development community, have the responsibility to develop and deploy the next generation of practices than deliver better quality, faster. Fortunately, in addition to our traditional experience in building successful systems, we have access to new knowledge pools that can help us address this challenge. These include not only Agile methods, but Lean and Systems Thinking, and Product Development Flow.
In this tutorial, Dean Leffingwell will summarize some of this knowledge into a manageable and memorable set of nine core principles that can be implemented in any software business context. Building on Agile, Lean Systems Thinking and product development flow, the principles are:
• Take an economic view
• Apply systems thinking
• Assume variability; preserve options
• Build incrementally with fast, integrated learning cycles
• Base milestones on objective evaluation of working systems
• Visualize and limit WIP, reduce batch sizes; manage queue lengths.
• Apply cadence; synchronize with cross-domain planning
• Unlock the intrinsic motivation of knowledge workers
• Decentralize decision-making
Understanding and applying these critical principles can unlock significant business benefits, regardless of business context, development frameworks and specific methods of choice.

Learning Outcomes:
  • Gain an understanding of how these three new bodies of knowledge can be summarized, communicated and applied in a simple and effective way



Speakers
avatar for Dean Leffingwell

Dean Leffingwell

Chief Methodologist, Scaled Agile, Inc.


Thursday August 6, 2015 09:00 - 10:15
National Harbor 4/5

10:45

'Risk' - The final (Enterprise) Agile frontier (Troy Magennis)
Limited Capacity seats available

Abstract:
When exploring new ideas we often encounter new risks. This session looks at how Agile risk management needs to be lightweight, but responsive to known risks as well as previously unknown sources of risk. Building new things means encountering new things that go wrong. This session gives techniques that help identify risks early through faciltated estimation, survey crowdsourcing and historical data analysis. We then discuss how to prioritize risks based on a system impact approach and probabilistic simulation.
We do risky things all the time. Avoiding risk isn't a desirable outcome, there is value in risky ventures. We simply need to know what risks are WORTH taking. We need to take more "wise" risks than our competitors, and this session aims to define what "wise" means and how to identify them in your software development portfolio and projects.
Although risk management is thought of as boring and laborious, it need NOT BE! Agile risk management even when performed in a lightweigth fashion is key to avoiding un-intended losses - in time; in costs; in missed opportunities. If teams and organizations had a better grip on assessing their risk exposure, better decisions and fewer smashed expectation would follow.
This talk covers -
  • Where did risk management go in Agile?
  • Why traditional risk management doesn't work in Agile
    • Because single point likelihood and impact estimates - we need a range based approach
    • Because risks and delays compound and small delays propogate into large delays - we need a systems approach
  • How to find the risks that matter most
    • By asking the teams better risk identification questions and by using survey crowdsourcing
    • By looking at history and measuring occurrence and impact, and forecasting future impact
    • By using probabilistic techniques to weigh total project impact rather than isolated impact of any one risk
  • How to quantify risk impacts and make informed risk decisions
    • By financially quantifying things that go wrong - dollars talk
    • By using real option and decision tree techniques to move risk decision making down to the team level
Learning Outcomes:
  • Understand Agile risk management goals and wher current techniques often fail
  • The problem with single point estimates of risk occurrence likelihood and impact for prioritization
  • Training and calibrating teams on estimation, and how poor human instinct is on risk estimation without help
  • How to elicit range estimates from teams and how to extrapolate the high end (tail risk - low probability but high impact)
  • Learn the basics about modeling, computing and communicating risk probability and impact
  • Learn how to put a dollar value on total risk impact through probabilistic techniques
Attachments:

Speakers
avatar for Troy Magennis

Troy Magennis

Focused Objective LLC
Troy is an experienced IT executive who has been involved in many leading software organizations over 20 years. Most recently, Troy founded Focused Objective to build and promote risk management tools that simulate and forecast software development projects and portfolios. Technology... Read More →


Thursday August 6, 2015 10:45 - 12:00
National Harbor 6/7

10:45

Outcome Driven Organizations (ODO): A new operating system for organizational change (Skip Angel, Richard Watt)
Limited Capacity seats available

Abstract:
Over the last 15 years Agile has moved beyond a grassroots effort to a mainstream approach taken by organizations in hopes of transforming the way they think, work and deliver solutions. Despite some success adopting specific practices like Scrum and Kanban, there aren't many published stories of measurable and sustainable long-term success by organizations. How many companies that adopted Agile practices in the early days are still doing it today? If the lack of published Agile case studies is any indication, we haven’t had a great track record.
As coaches, we have worked with enough companies to realize that there is something missing in the way we lead and execute Agile transformations. We can't continue to take a haphazard approach to change where we might get lucky and stumble on to something that works. It also can't be something in which we throw a lot of change at once and expect everything to stick and be sustainable. Agile has great potential but we have only touched the surface of what it could do for organizations. We need a different way of tapping into that potential.
We are excited to introduce a new approach to organizational change. It starts with the end in mind, those outcomes that we can measure and desire for our organization. With strong alignment and a clearly defined purpose, we begin to define small incremental and controlled experiments. Through these improvements, we will develop the capabilities and behaviors needed to not only improve short-term performance but to ensure long-lasting resilience.
During the session, you will explore the details of this approach with us and learn ways to apply to your organizational change efforts. It's time we had better stories of how companies have succeeded by executing against better outcomes, and finally reaping all of the benefits promised by Agile.
Learning Outcomes:
  • Recognize the challenges you may be having in your organization against patterns we have seen in our companies adopting and scaling Agile
  • Understand the capabilities and behaviors needed for your company to achieve the best outcomes
  • Determine where your organization may be in its journey for agility using an Capability Health Check
  • Learn about how to set up an organizational change process that will help you sense and adapt towards a specific purpose
Attachments:

Speakers
avatar for Skip Angel

Skip Angel

Chief Pathfinder, CA Technologies
I have over 25 years of experience in software development in a variety of roles such as Developer, Project Manager, Consultant and Chief Technology Officer. Over the last 7 years, I have provided thought leadership, training and coaching to new and experienced teams interested in... Read More →
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Richard Watt

Mr., GE HealthCare
Richard is a proven Technology Director with a record of successfully leading and coaching business and technology teams in the delivery of first-class solutions. He is a recognized leader in the field of Agile Software Development with over 20 years of experience in organizational... Read More →


Thursday August 6, 2015 10:45 - 12:00
Chesapeake 10/11/12

14:00

Is there a best practice for an agile transformation? - No! – So what Now? (Hendrik Esser)
Limited Capacity seats available

Abstract:
Companies and organizations are complex, adaptive systems. In this talk you will learn what this actually means and how you can use this to practically deal with your way through your (agile) transition.
You will learn why there are no best and no good practices, that you can just copy and everything is fine – and what the nature of an agile transition really is.
You will learn about an example of a successful agile transition and what factors made it successful.
And you will learn to use a tool I have developed, to find and analyze approaches to see whether they might be promising for you to try out. We use (and evolve) this tool at my company, Ericsson (24,000 people in R&D), since 1 ½ years and have found it very helpful.
The talk will introduce and make use of Systems Thinking and Complex Adaptive Systems theory. Many people struggle with applying these concepts practically in their daily working life. You will learn how to bring these great and promising theories “down on earth” and make them practically usable.
So, if you are on an agile transformation, no matter whether you are just getting started or whether you have progressed already: this talk will give you new insights and a very solid foundation - based on state-of-the-art leadership- and problem solving approaches – to make your journey more successful.
Learning Outcomes:
  • The essence and practical implications of Complex Adaptive Systems theory.
  • What it practically means, that an agile transformation is an emergent result.
  • The role of good practices in an agile transformation (and evolution).
  • A tool that helps to identify and distinguish potentially successful approaches/good practices from potentially unsuccessful ones.
Attachments:

Speakers
avatar for Hendrik Esser

Hendrik Esser

Growing up in the 1980s I was a passionate computer game developer during my school and study times. After getting my diploma in Electrical engineering I started at Ericsson in 1994 as aSW developer. From 1996 I worked in project management roles. Since 2000 I am working as a manager... Read More →


Thursday August 6, 2015 14:00 - 15:15
Chesapeake 4/5/6

14:00

Symbiotic Practices for Agile Development (Michael Feathers)
Limited Capacity seats available

Abstract:
Decades ago, Melvin Conway coined what is now called Conway’s Law: “organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.” Conway’s Law is a deep insight but it is only the tip of the iceberg when we try to understand the interaction between organization and software. We fail to appreciate that we can use team structure, day to day process, and the interface between business and development as levers to affect the quality of design and code. With this perspective we can also see that concerns like technical debt and portfolio management lend themselves to new solutions when we understand software’s sensitivities upon its environment.

Learning Outcomes:
  • Understand Design Forces around Software
  • Understand the Laws of Software Growth
  • Appreciate the Effects of Agile Process, Build Process and Team Structure Upon Software Assets
  • Understand How Avert Technical Debt Through Organizational Intervention
  • Understand How to Monitor Software for Process Intervention
  • Understand How and When to Let Technical Criteria Influence Business and Organizational Decision-Making



Speakers
avatar for MICHAEL FEATHERS

MICHAEL FEATHERS

Author of Working Effectivley with Legacy Code, R7K Research & Conveyance
Michael Feathers is the Founder and Director of R7K Research & Conveyance, a company specializing in software and organization design. Prior to forming R7K, Michael was the Chief Scientist of Obtiva and a consultant with Object Mentor International. Over the past 20 years he has consulted... Read More →


Thursday August 6, 2015 14:00 - 15:15
National Harbor 4/5

15:45

Keystone Habits Leading to Sustainable Enterprise Agility (Ahmed Sidky)
Limited Capacity seats available

Abstract:
From my experience of leading Agile Transformations in three Fortune 100 companies (over 2000 people per transformation), the sustainability of agile at an enterprise level is deeply linked to how the organization “transforms” to agile. We know that transforming an organization to become more agile requires more than just process change. Rather, it requires a complete culture shift. Sustainable, effective agile transformations affect all the elements of culture such as, leadership style, leadership values, work structures, reward systems, processes, and of course the work habits of people. How to affect that culture shift is the key question we will discuss in the session. We will present two different common transformation approaches (organizational-led and process-led) and then describe a hybrid version called culture-led transformation that is designed to change critical organizational and personal keystone habits to improve and sustain organizational agility. Throughout the presentation there will be stories from real companies who have used this approach.
Learning Outcomes:
  • Explain what an organizational Ecosystem looks like and why it is needed to enable sustainable organizational agility
  • Describe the two most common Agile transformation models (Project/Pilot/Team-Led and Process-Led) and why both of them may not be sustainable in large organizations
  • Understand the important and impact of focusing on the Human Elements of an organization during a transformation and the impact that has on the sustainability of Agile in the organization
  • Describe a new (and tried) model of enterprise agile adoption that focuses on transforming culture so that agile can be sustainable in the organization
Attachments:

Speakers
avatar for Ahmed Sidky

Ahmed Sidky

Head of Business Agility, Riot Games
Ahmed Sidky, Ph.D. known as Doctor Agile, is a well-known thought-leader in the Agile community. He is currently the Director of Development Management for Riot Games and before that he was a transformation consultant for Fortune 100 companies. He is the co-author of Becoming Agile... Read More →


Thursday August 6, 2015 15:45 - 17:00
Potomac C

15:45

Yahoo: Pulling an Elephant out of a Tarpit (Ed Kraay, Stas Zvinyatskovsky)
Limited Capacity seats available

Abstract:
Yahoo is an Internet pioneer. Somewhere along the way, our size got ahead of our ability to execute to the point that we slowed to a halt. This is a story of a multi-year journey of us fighting back and regaining our groove: innovating and executing at warp drive speed.
Come hear lessons that we learned along the way, profit from our mistakes, avoid dead ends and frustration, cry and laugh with us.
Learning Outcomes:
  • Participants will be able to recognize how to leverage crises to increase speed and improve quality.
  • Participants will be able to distinguish between adoption of methodologies (Scrum, SAFe) and real agility, adapting to shifts in the market.
  • Participants will learn to shape their change strategy based on why they are going agile in the first place.
  • Participants will be able to spot trouble in their own agile adoption efforts.
Attachments:

Speakers
avatar for Ed Kraay

Ed Kraay

Technical Project/Program Mgr, Yahoo!
Ed has been at Yahoo for 3 years. His first job was a coach moving 1000 people all-in to modern software methods. He then worked to spread agile methods across Yahoo as a whole. He now works as a Program Lead for a large strategic project. Prior to Yahoo Ed was an coach for ThoughtWorks... Read More →
avatar for Stas Zvinyatskovsky

Stas Zvinyatskovsky

Managing Director, Accenture
Stas is a Managing Director at Accenture, where he helps companies achieve their dreams by implementing Modern Software Engineering. Prior to Accenture, Stas was a Distinguished Architect at Yahoo where he developed highly distributed and highly scalable software systems. While at... Read More →


Thursday August 6, 2015 15:45 - 17:00
National Harbor 6/7
 
Friday, August 7
 

09:00

Scaling Agile with Open Space (Daniel Mezick)
Limited Capacity seats available

Abstract:
Open Space gatherings arranged inside organizations are totally unlike the Open Space events you may be familiar with during public conferences. As described in the book SPIRIT from Harrison Owen, Open Space is actually designed to enable development and transformations in organizations. This session is about how to leverage Open Space to scale Agile across the enterprise.
At the root of effective Agile is the self-managed team...a self-organizing system. At the core of Open Space is the power of self-organization. In this sense, effective Agile adoptions and Open Space are very, very similar.
During this session I will present narratives, pictures, videos and testimony from C-level people as well as team members. Each will describe how Open Space inside their Agile adoption literally changed their lives. Of particular interest are the stories executives tell about how they learned to let go and trust their people to provide everything the Agile adoption needed to succeed at scale.

Learning Outcomes:
  • Learn how to apply Open Space for ensuring effective Agile adoptions
  • Understand how to bring executives into the self-managed world of Agile and Open Space
  • Gain knowledge of at least 7 experience reports detailing various approaches, tools and techniques



Speakers

Friday August 7, 2015 09:00 - 10:15
National Harbor 10/11

09:00

Well Begun is Half-way Done: 'How to' Guide for Organization Assessment Prior to Scaling (Michael Spayd)
Limited Capacity seats available

Abstract:
We all want to scale the benefits of Agile up from the team level to the wider organization. Our leaders pine for the holy grail of “enterprise agility.” Before beginning such a monumental endeavor, it is wise to take stock of the territory. Scaling a process may now be doable, but how do you scale leadership? Or culture? Leveraging learning from the field of Organization Development (OD), as well as Integral Theory, this session will walk you through the "how tos" of conducting a focused and comprehensive organization assessment. Using the Integral Agile Transformation Framework (tm) from my book, Coaching the Agile Enterprise, we will cover topics ranging from why the concept of systems entry is critical to success, how different assessment modalities can be used effectively, what formal and informal methods exist, the importance of examining a full-range of topic areas, and the key qualities of the feedback meeting in engaging stakeholders and understanding the data.
Learning Outcomes:
  • *Understand the benefits of conducting an organization assessment prior to starting an Agile change initiative
  • *Understand the pros and cons of using different modalities used (e.g., interviews, surveys, large group processes, systemic methods, etc.)
  • *Be exposed to a variety of formal assessment methods, from leadership to culture to team health and roles
  • *Start using a template to think through an organization assessment
Attachments:

Speakers
avatar for Michael Spayd

Michael Spayd

Chief Executive, Agile Coaching Institute, LLC
Since 2001, I have been immersed in Agile & Lean thinking and practices. From the beginning, I was drawn into large-scale transformation initiatives, especially the change and cultural aspects. I love to work at all levels of an organization, from teams and their managers to project... Read More →


Friday August 7, 2015 09:00 - 10:15
Potomac D