Agile & Project Leadership Track
Agile & Project Leadership Track
An agile approach continues to find advocates long after the hype was due to fade. For many, what started as a need to ensure parity with external agile suppliers is now business as usual, but not necessarily usual for the organisation. Sustainably embedding agile in a traditional context, and especially where budgets and funding are concerned, holds back wider adoption.The agile & project leadership conference track brings practitioners of agile approaches together to share their experiences of making the methodologies work beyond small companies or isolated units.
This track is for those looking to adopt agile practices, to enhance them or to further them within their organisation.
Thursday, Nov 9
By Janus Boye
On the 60th Anniversary of the First Municipal Computer
By Steven Pemberton
In the immediate period after the Second World War there was a flurry of research across the world designing electronic computers. A milestone was reached in 1957 when for the first time, a computer was installed in the accounting department of a municipality.
And yet within ten short years of that event, there was talk of an international software crisis: projects being unmanageable, running over-budget, over-time, or not even being completed; delivered software not meeting requirements, being slow, low quality, hard to maintain.
Has this changed much in the intervening 50 years? Alas no: there are still continual reports of failing projects. For example, two years ago in the UK, a £10M project with 70 people working on it failed disastrously: what it produced was too slow, and too expensive to use. But with this project something surprising happened: one man, using a completely different approach, restarted the project from scratch and successfully took it to completion, working alone.
What have we been doing wrong, and what enabled him to be so successful?
|Steven Pemberton (NL)
W3C and CWI
The Agile Game: How to Deliver Successful Digital Projects
By Ben Rudman
Launching a new product, service or digital platform in today’s increasingly connected world is no small feat. With clients expecting to see rapid ROI from digital projects, it’s never been more imperative to deliver the best possible solution in the quickest time possible.
To truly understand the benefits of successful agile project delivery, there’s no better way than to experience it in action. Death by PowerPoint simply won’t cut it here.
And so, in this session attendees will get the opportunity to play our Agile Game, an interactive, purpose-built game created to simulate the delivery of a fictitious online store. Working in teams, attendees will be tasked with planning and managing the e-commerce delivery strategy, evaluating the opportunities and risks as well as solving the associated challenges typically faced when trying to successfully launch a digital MMP (Minimal Marketable Product) solution to market.
The session will conclude with an overview of the principles and techniques we employ at MMT Digital to formulate the right strategic approach to help clients successfully deliver digital projects in challenging circumstances.
For anyone who attended our hugely popular session in 2015, we have extended the session this year to include the simulation of a “Discovery Phase” to help teams learn the strategies that are vital to the successful planning of an agile project.
|Ben Rudman (UK)
They decided to do an agile transformation. But nobody expected what it would take
By Katrine Kjeldsen
You might think that we are clickbaiting you into this talk. And maybe we are.
But it is true – when Bankdata decided to transform the whole organization to agile in 2015, nobody had an idea that the process would fundamentally challenge every layer, nook, person and belief in the business.
Agile is seductive and beautiful. It is built on sound and sustainable values and when done right, the business gains are self-explanatory. But it takes vision, courage and stamina to realize the full promise of agile.
This is the narrative of an organization that took the bold leap. It is a tale of change unfolding in never ending cascades – because Scrum in itself is only scraping the surface. Behind Scrum enter new phases, and challenges that are equally critical to success – and are just as tough to change. Katrine gives no solutions or answers but points to the dilemmas and paradoxes of transformation and how you can support deep change.
- Agile leadership – for managers to relinquish power and start serving their organization is no easy process
- Governance – it is of no use that teams and organization start living agile if stakeholders hang on to command and control and refuse to enter into dialogue about prioritization
- Technical excellence – Scrum is of no use if development practices aren’t also given same attention. What use is it to have Daily Standup if developers still act like one-man-coding-armies?
- Scaling agile – agile is best suited for truly selforganizing teams with no constraints. But in an enterprise setup this is like hoping for unicorns. How do we create collaboration and coordinated delivery without compromising autonomy and ownership?
|Katrine Kjeldsen (DK)
Kanban, sprint planning and other tools for agile project management
By Florian Hoecherl
|Florian Hoecherl (DE)
Social event at Memphis Roadhouse
In-depth morning workshops
In-depth afternoon workshops
Keynote by Bebo White
Informal city walk