Speaker: J. B. Rainsberger

I have had the privilege of observing and participating in the agile software community for ten years, and in that time have witnessed much success, much failure, much consternation and much confusion. I will take a random walk through the Extreme decade, during which the community has pushed the limits of what it means to do less and achieve more.
I won’t try to answer the question of whether we’ve advanced the start of the art, but I’ll share with you what I’ve seen, what I’ve done, what I’d like to see next, and perhaps how you can make your mark. I hope that you’ll leave with tougher questions than you had when you came in.

Speaker: Jurgen Appelo

“How do I make my managers more Agile?”
“How can I convince developers to educate themselves?”
“How can I make customers more cooperative?”

When transforming their organizations to become Agile people usually encounter obstacles. And these obstacles very often involve changing other people’s behaviors. Of course, we cannot really make people behave in a different way. We also cannot really make people laugh, and we cannot really make people happy. But… we can certainly try!

This session is about Change Management 3.0. It is a new change management “super model” which views organizations as complex adaptive systems and social networks. The Change Management 3.0 supermodel wraps various existing models such as PDCA and ADKAR. It lists a few dozen hard questions that can help people in their attempts to change the behaviors of other people in an organization. No matter whether you are a manager, ScrumMaster, ProductOwner or software developer, anyone will find it useful to know how to change the world around them.

Speaker: Dr. Alistair Cockburn

What are the foundations for improving delivery of software?

In this talk, Alistair Cockburn, one of the founders of the Agile Software Development movement, lays out the foundations for effective software development. They are:
- Craft,
- Design viewed as a cooperative game, Flow management,
- Design as knowledge acquisition,
- Self-awareness at team and personal level.

These cornerstones explain the success of effective teams, provide good advice to live and harried project teams, and create a sound basis for educating the next generation of developers.

Speaker: Elisabeth Hendrickson

Track: Testing
Audince Level: Practitioners

Teams that succeed with Agile methods reliably deliver shippable software at frequent intervals, at a sustainable pace, while adapting to the changing needs of the business. Unfortunately, not all teams are successful in their attempt to transition to Agile. Some end up with a “frAgile” process that results in lower quality, even more unpredictable schedules, and gut-wrenching chaos. The difference between an Agile and a frAgile process is usually in the degree to which the organization embraces the disciplined engineering practices that support agility, especially testing related practices such as test-driven development, automated regression testing, Continuous Integration, and more. Why do these practices make such a big difference? In this talk, Elisabeth Hendrickson explains why testing is so important in successful Agile adoptions and details how these disciplined engineering practices mitigate common project risks related to uncertainty, ambiguity, assumptions, dependencies, and capacity.

Speaker: Andrea Provaglio

Track: Coaching
Audince Level: Experts

We know that self-organization is a critical aspect of every successful Agile project and we know that it takes trust, respect, openness and responsibility; so why many teams have a hard time to achieve it?

Self-organization changes the manager/team dynamics and the teammate/teammate ones. Resistance may arise and the source is frequently rooted in mental habits, such as  a latent blaming culture, confusing guidance and command, fear of taking responsibility or losing status, unconscious agendas.

Attend this session to learn, through demos and exercises, how to deal with these kind of issues.

LEARNING OUTCOMES
* Creating team’s cohesion; counteracting division
* Positioning yourself at your proper guidance level
* Identifying a latent blaming culture and its causes
* Understanding and dealing with counterproductive collective traits
* Understanding the manager’s and team’s roadblocks to self-organization
* Making your team collaborate more smoothly

PROCESS/MECHANICS
This session is designed for active participation of the audience in demos and collective exercises. About 60% of the time is spent on lecturing and explanations, the other 40% on audience interaction.

OUTLINE
* Institutional, relational and systemic views of the Agile organization
* Meta-, macro- and micro-guidance levels
* Decisional influence shifts in the Agile organization
* Pitfalls that undermine the team’s cohesion
* Effect of judgement and blame
* Guidance vs. command, the Controlling Parent pattern
* Understanding counterproductive collective traits (exercise)

Speaker: Francois Bachman

Track: Coaching
Audince Level: Practitioners

You’ve just successfully completed your agile pilot project, your customer is happy, your team is energized, your management is ecstatic? Congratulations, brave warrior, enjoy the champaign!

And now your CxO is asking you to scale “this agile thing” to the whole department / company ? Looks like you’re in deep trouble… you’re about to encounter many myths and legends of The Quest, eg: “Just schedule a Scrum of Scrums”, “We don’t need management anymore”, “Easy: our company is like a big team” … and many others. And you’ll have to face naysayers and weird monsters trying to derail you from your quest. Farewell, courageous knight!

This session aims to playfully present some of the most common obstacles found when scaling Agile to an Enterprise level, illustrating them with examples encountered in our practice, providing guidance and help for successfully overcoming them.

Speaker: Danny (Danko) Kovatch

Track: Coaching
Audince Level: Practitioners

More and more there is a buzz about new way to motivate people in the “new world” (namely “motivation 3.0″). In the old world where most of the missions were routine missions, the “carrot and stick” was the main tool for motivation where in the new world, where more and more missions are creative missions, this tool is no longer working.

In this session, I will describe (shortly) what brought us to the “carrot and stick” tool, why it worked well, what are the reasons that it is no longer working and I will elaborate about the new tool (A.M.P.M) , why is it working, examples were it is being working well and then connect it to the Agile/Scrum world by giving examples.

By attending this session, you will understand what are the tools that you must not use and what are the tools that you highly recommended using when you want to increase motivation in an Agile team.
If you are a manager, a scrum master or a team member, this session was created for you.

At the end of this session you will gain knowledge about the relevant tools mentioned above and will be able to start practicing it, in your day to day working environment.

Speaker: Gojko Adzic

Track: Product Management and Business Analysis
Audince Level: Practitioners

In this presentation, Gojko Adzic talks about common failure patterns with requirements and specifications on agile projects and talks about ideas, patterns and practices for requirements and specifications that lead to much less rework, more consistent specifications with less functional gaps and ultimately happier customers.

Learn how to:

• spot and avoid common failure patterns in requirements/specifications
• get to the right requirements and specifications
• focus projects on delivering business goals

Speaker: Damon Poole

Track: Project Management
Audince Level: Practitioners

By now you’ve probably heard of Kanban, the newest Agile methodology on the block. Much as Scrum and XP play well together, so do Scrum and Kanban. In fact, all three work well together.

This session will introduce Kanban from a Scrum perspective, show how the Lean practice of “One Piece Flow” is the key to both, and look at how to mix and match Scrum and Kanban to fine tune a process that fits your circumstances. This will include: decoupling once-per iteration activities from the iteration, work-in-progress limits, and the concept of “pull.”

Learning Outcomes
• Identification of problems that arise in Scrum that Kanban can help with
• The basics of Kanban
• How to apply one-piece-flow to Scrum
• Smoothing out problems at the iteration boundary by applying the decoupling principle
• The value of work-in-progress limits and how to apply them to Scrum
• How Kanban can help with your real-world process problems

Process/Mechanics
This session is aimed at people that have been doing Scrum for at least 6-9 months and are looking for practices and concepts to consider applying to their existing Scrum implementation. The goal here is not to convert to Kanban, but to take a look at some common problems that Scrum teams run into, show how Kanban may be able to help, and consider adding some ideas from Kanban to “fortify” Scrum.

Speakers: Nikita Filippov, Askhat Urazbaev

Track: Product Management and Business Analysis
Audince Level: Practitioners

You probably know what is iteration Zero.

Everybody uses this term but a few can define it clearly. Some use it to designate a special time for building infractructure, others as an iteration for assembling a team and sharing a product vision or elaborating initial requirements. Still, you can hardly get a clear explanation how to do your iteration Zero.

We in ScrumTrek have been helping organizations to adopt Agile for more that 5 years. Our understanding of iteration Zero has evolved over time and now we understand it as a time for a team, bussiness and other stakeholders to investigate collaboratively a product that they are going to build.

Join our session to learn about our experience and practices for iteration Zero. You will see how we do product/project analysis and create product vision and backlog. We will be talking about practices for helping a team to start their first iterations and discuss how to involve stakeholders into collaborative work.

And, what is more important, how to box it into just one iteration.