As more organizations embrace Agile practices with impressive benefits, there’s an increasingly widespread interest in Enterprise-wide Agile Adoption and large scale business transformation. Concurrently, organizations are realizing that their current management and operational processes and practices are broken and no longer sufficient to meet the complex, competitive and rapidly changing market demands. Through this convergence, organizations are realizing that Business Transformation is becoming an essential part of the competitive business cycle.
Our Business Transformation Stage is about exploring this new territory and discovering how we can leverage the transformative potential of Agile for noticeable, measurable and sustainable organizational change.
Agile delivers improved fit, throughput, visibility and transparency, and collaboration. But the need within most organizations is not just improved software development – it is to improve the ability to deliver value. Software development organizations must focus on the initiatives where there is the greatest potential return. This is an introduction to Capability Analysis - a proven method of maximizing economic outcomes by laser focusing development on delivery of business value. Unlike many Business Analysis techniques, it matches the cadence and needs of the Agile team.
| Presenter(s): | Dennis Stevens |
| Day and Time: | Monday, 09 August 2010, 09:00 - 12:30  |
| Location: | E-1 |
| Level: | Practicing |
| Presentation: | Download Slides |
In the majority of cases, Agile is introduced into an existing environment. The way in which projects are delivered starts to change, but often the successful realisation of the full benefits of Agile are impeded by causes that are not immediately obvious, or considered material. In our experience, the manner by which an organisation chooses to reward and incentivise can have unexpected and unintended consequences. Rather than preaching, or theorising we aim to allow attendees to experience for themselves the end results of different incentive schemes and draw their own conclusions.
| Presenter(s): | Simon Bennett , Mark Summers |
| Day and Time: | Monday, 09 August 2010, 09:00 - 12:30 |
| Location: | Asia 4 |
| Level: | Practicing |
As businesses delve into Agile practices dysfunctions arise that can not be eliminated using traditional operational processes. A one-step-at-a-time approach is being replaced by leaps of whatever length necessary. The complex, rapidly changing market demands are best met by teams for whom shifting paradigms feel like home. A study of improvisational theater is a pertinent supplement to the training of Agile practitioners. Matt Smith breaks the essence of collaboration into small, identifiable parts and leads a series of exercises the way a strength coach might.
| Presenter(s): | matt smith |
| Day and Time: | Monday, 09 August 2010, 13:30 - 17:00 |
| Location: | Asia 2 |
| Level: | Practicing |
A sign that Agile has gone mainstream is the expanding discussion of how it affects groups outside the development team. Since Agile seeks to improve both the creation and delivery of value, other groups (marketing, sales, executive management, etc.) are necessarily part of the Agile experiment. However, many Agile teams struggle with these "downstream" consequences. This 180-minute session will take a workshop approach to this topic. Through a combination of discussion and exercises, we will identify, simulate, and address the core issues of Agile's effects beyond the development team.
| Presenter(s): | Tom Grant, Ph.D. |
| Day and Time: | Monday, 09 August 2010, 13:30 - 17:00 |
| Location: | Australia 3 |
| Level: | Practicing |
Traditional development emphasizes “following the plan with minimal changes,” whereas agile stresses “adapting successfully to inevitable changes". Today's business challenges require us to leverage turbulence to generate value. Since agility is about delivering customer value by being flexible, how can we measure performance by adherence to schedule, cost, and scope? We need to modify success measures to build effective agile organizations. This session will explores concepts & practices for performance measurement using the Agile Triangle of value, quality, and constraints.
| Presenter(s): | Jim Highsmith , Pat Reed |
| Day and Time: | Monday, 09 August 2010, 13:30 - 17:00 |
| Location: | E-2 |
| Level: | Practicing |
Nonstandard Scrum techniques have evolved in a non-software team at a manufacturing client preparing business process changes in Customer Care for a new product line. The team is operating successfully, but in some ways far from received wisdom of Scrum “best practices.” A network of subteams of varying headcount, the team operates on partially overlapping backlogs. Yesterday’s weather & next sprint’s capacity are assessed down to the individual level because of persistent specialization among team members. Do we have Scrum-But (or worse!) or a set of defensible adaptations?
| Presenter(s): | Halim Dunsky |
| Day and Time: | Tuesday, 10 August 2010, 11:00 - 12:00 |
| Location: | A-2 |
| Level: | Practicing |
| Presentation: | Download Slides |
The transformative power of the idea establishes purpose, creates energy, and focuses the creative and generative capacity of an organization to accomplish its goals. What is this "idea"? It is the core of what it is that the organization is about. In addition to driving business, alignment with the idea guides successful adoption of new concepts such as Agile. Organizations that know what their idea is can dominate their market. This workshop helps participants identify their organization's idea and how to use this idea to successfully navigate the complex and competitive marketplace.
| Presenter(s): | Melissa York , Jim York |
| Day and Time: | Tuesday, 10 August 2010, 13:30 - 15:00 |
| Location: | A-2 |
| Level: | Introductory |
Marketing talks about backlogs and product owners. Developers talk about CI, TDD, standup meetings, and user stories. Operations talks about lean. But has anything really changed across the business? Do we produce real value faster? Through a series of group exercises, we will identify issues preventing progress in your organization, hear others' solutions to them, and explore how you can apply those solutions to your environment. Come to this session ready to collaborate. Bring your challenges. Most important, come prepared to work as if the solution depends entirely on you.
| Presenter(s): | Ashley Johnson |
| Day and Time: | Tuesday, 10 August 2010, 15:30 - 17:00 |
| Location: | A-2 |
| Level: | Practicing |
Defining value, reasoning why those values matter and figuring out how a project will deliver that value is crucial to a project's success. One of the results we've seen consistently is higher value, for less cost. So why do so few projects define and measure the values they were created to achieve? Because agreeing on values with diverse stakeholders is hard. Experience how to build business value models based on business value drivers to determine what's really needed. See how the models help you achieve our projects' goals. Learn how you can help define and deliver value.
| Presenter(s): | Pascal Van Cauwenberghe , Portia Tung |
| Day and Time: | Wednesday, 11 August 2010, 09:00 - 10:30 |
| Location: | A-2 |
| Level: | Introductory |
Because we work within a variety of industries, including medical and defense, we use several different contracting models. In any particular scenario, more than one model *could* work. This talk will discuss how to select the right model and go from estimates to a cooperative contracting model that fits the situation. It will also explore methods for properly accounting for risk. Finally, it will look at ways to best present the information to a client so that they clearly understand options available.
| Presenter(s): | Chris Shinkle , Jim LaRue |
| Day and Time: | Wednesday, 11 August 2010, 11:00 - 12:00 |
| Location: | A-2 |
| Level: | Practicing |
Companies need a sustainable model for leading continuous change - yet most leadership teams are too busy running the business to effectively lead change. Many transformation efforts fail due to false starts, organizational resistance, and a lack of effective governance. We will explore a strategic change project management model that has repeatedly resulted in successful ongoing change initiatives. The model draws on Agile and Lean principles and techniques to lead change initiatives in a way that is simple, provides focus and transparency, and builds trust.
| Presenter(s): | Dennis Stevens |
| Day and Time: | Wednesday, 11 August 2010, 13:30 - 15:00 |
| Location: | A-2 |
| Level: | Introductory |
| Presentation: | Download Slides |
In some circles agile executives and leaders are admonished to buy pizza and get out of the way. In others they are asked to be supportive of self-organizing teams. But leading agile organizations requires more. There are specific activities that help build agile organizations that can weather business turbulence. This session will explore those activities that an agile leader or executive must “do," including: revising performance measurements; facilitating self-organizing teams; developing strategies for operational, portfolio, and strategic agility; and assessing how agile to be.
| Presenter(s): | Jim Highsmith |
| Day and Time: | Wednesday, 11 August 2010, 15:30 - 17:00 |
| Location: | Southern Hemisphere II |
| Level: | Practicing |
Agile is spreading into the business world. We know traditional business models and slow moving bureaucratic processes don't work any better for business than the waterfall process works for software development. Award winning CIO and mentor Michael Hugos presents case studies from his own experience illustrating effective use of agile practices to develop new products and redesign business operating procedures. See how companies adopting agile practices earn higher prices for their products and respond effectively to continuous change. (Presentation based on his book - Business Agility)
| Presenter(s): | Michael Hugos |
| Day and Time: | Thursday, 12 August 2010, 09:00 - 10:30 |
| Location: | A-2 |
| Level: | Practicing |
| Presentation: | Download Slides |
One of the central tenants of Agile practices is the emphasis on customer value. That's great, but if you're a product company, focusing on business value alone isn't enough. You need to convert business value into actual money flowing into your company. This workshop will provide a method for relating business value to revenue for major features to be delivered at the end of a release. We will explore themes between a Business Model Framework and a method for Prioritizing Backlogs for Profit to provide attendees with the tools to relate the concepts to their products and services.
| Presenter(s): | Jason Tanner |
| Day and Time: | Thursday, 12 August 2010, 11:00 - 12:00 |
| Location: | A-2 |
| Level: | Practicing |
| Presentation: | Download Slides |
Several years ago, two agilists (your humble hosts) met and started sharing experiences using agile methods to produce products and their frustrations when "being Agile" was more valued than meeting users needs. Our session draws on our shared experiences blending design thinking (e.g. user centered design) and agile methods to discover and deliver meaningful products. We will cover product design, pragmatic personas, customer discover, story mapping and story telling and more as we teach techniques and share experiences using agility to produce products validated with real user communities.
| Presenter(s): | David Hussman , Jeff Patton |
| Day and Time: | Thursday, 12 August 2010, 13:30 - 15:00 |
| Location: | Southern Hemisphere II |
| Level: | Practicing |
In the world of technology startups, there are winners and losers. Winning startups discover the right product to develop before running out of money. In this introduction to Lean Startup theory, Kevin Taylor leverages his experience founding two successful technology companies. We discuss the process of discovering the right product to develop by first discovering the right customers. We examine multiple tools and techniques to iteratively develop customers and determine what their needs are before inexorably committing to a specific product development path or feature set.
| Presenter(s): | Kevin Taylor |
| Day and Time: | Thursday, 12 August 2010, 15:30 - 17:00 |
| Location: | A-2 |
| Level: | Introductory |
