Publishing a new video clip from a keynote on Cooking the Product Stew by Robin Dymond and Jürgen De Smet
Video: watch the keynote by Robin Dymond and Jürgen De Smet
Boris Gloger, “Going Large by Staying Small”
Speaker: Boris Gloger
Talk: “Going Large by Staying Small”
Boris Gloger
Germany, @borisgloger
Boris Gloger was the first European Certified ScrumTrainer. 2004 he started to be an independend Scrum Consultant. After working for several companies in Europe as project manager, team lead and Head of Software Development (EDS, BroadVision, ONE, Web.de), he decided to focus on Scrum only.
Talk: “Going Large by Staying Small”
Tom Peters called it – “Crazy times call for crazy organizations” (The Tom Peters Seminar 1994) We are in crazy times. The bubble bursts and capital gets destroyed in larger chunks than in any time before. Obama tries to help his country to survive this crisis and one thing is absolutely clear – going large was a mistake.
Ford, GM, Toyota, Chrysler, Siemens, Infineon, Nokia, Sony all are in big trouble. Open the newspaper and you get scared.
What happened? Large organizations – like dinosaurs survive just because they are big! They can effort to be ineffective, dull and slow because they are large.
As long as the equilibrium in which they can exist does not change – they are the kings.
But – Napster and iTunes changed the music business, the game industry is hit by self publishing game developers like tellgate. The first line of defense of the big ones was to by the small ones. But if you do not have big pockets anymore, you can not assimilate the smaller, the more agile companies.
What will happen? The smaller will survive – and the big ones will die.
Suren Samarchyan, “Опыт внедрения enterprise level agile”
Speaker: Suren Samarchyan
Talk: “Опыт внедрения enterprise level agile”
Suren SamarchyanSuren is Head of project management department at Innova Systems. He has Ph.D. degree in pure mathematics and he is passionate about fundamental science. First time he experienced Extreme Programming at Monterey Design Systems (now part of Synopsys Inc) as a software developer in 2001. Few years later he discovered that Personal Software Process by Carnegie Mellon SEI nicely applies fundamental science approaches to software development and became PSP coach. Since that time he has been helping teams to practice different methodologies best fitting their concrete cases. Currently Suren’s interests are focused on enterprise level agile/lean adoptions.
“Опыт внедрения enterprise level agile”
“Enterprise level agile adoption case study”
Nowadays many development teams face problems that can be solved with agile approach making them much more effective. No doubt, every agile adoption is unique. Every time we face new socio-psychological and technological problems that doesn’t allow us to use standard methods. Anyway, agile transition for development teams is well-tried during about fifteen years in thousands of organizations and we may assume that it is more or less studied.
After implementing agile for development teams we often face new, even tougher, impediments. The point is that development teams do not live on an island. They are the part of larger organization and they need to collaborate with different teams that use another, often conflicting, approach. One way to deal with it is doing workaround i.e. creating some special interfaces (or better to say pillows) between these approaches that mitigate the problems. Some companies decided to go further adopting agile at the enterprise level. Enterprise level agile transition is usually risky, stressful and requires will-power to go on despite many obstacles and failures. So pros and cons should be well thought before making such decision.
At Innova Systems we have chosen another way. A year ago we started enterprise wide agile/lean transition without waiting for development teams to adopt it. Some very hard deadlines made transition even tougher. We have started doing agile at all levels, for the most critical projects, all at once. Looking back we study what worked well, what didn’t work and what course corrections we have made on the way.
Vasco Duarte, “Agile Scales, Waterfall doesn’t”
The speaker: Vasco Duarte
The talk: “Agile Scales, Waterfall doesn’t”
Agile Scales, Waterfall Doesn’t
View more presentations from Vasco Duarte.
Currently an Agile Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practicioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure.Vasco’s contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com.
The talk: “Agile Scales, Waterfall doesn’t”
A tale about how, for many years, we were sold the idea that Agile
does not scale when it is actually Waterfall and plan-driven are the
approaches that do not scale. In this talk we will also introduce how
a large company (3000+ developers) works in an agile mode even for the
largest projects: 1000′s of developers in an Agile project is not
Utopia, it’s business as usual at one of the largest software
companies in the world.
Robin Dymond and Jürgen De Smet, “Cooking the Product Stew”
The speakers:
The talk “Cooking the Product Stew”.
Robin Dymond is a proven leader and innovator in training for Scrum, Agile, and Lean methods. He regularly achieves 100% increase in productivity of teams he trains and supports. These results are achieved by a deep understanding of Lean and Agile principles, team dynamics, and many Agile change experiences. Dymond developed Scrum, Lean, and Agile training for teams and trained hundreds of “new to Scrum” team members. At Agile 2008 Dymond co-presented an innovative new class for Scrum Product Owners that lead many to re-think their role and how business value is achieved.A frequent speaker and organizer in the Agile community, Dymond co-organized and facilitated both the APLN National Leadership summit and the Agile Executive Consortium in 2007. He is a co-founder and board member of APLN Richmond, organizing Agile events. Dymond was assistant producer of Learning and Education stage at Agile 2008. This year Robin is a producer of the main stage at Agile 2009.
Dymond was a key member of a team that led the largest enterprise adoption of Scrum in financial services to date. This lean/agile initiative resulted in a time-to-market reduction of over 40% and process execution time savings of 70%. He worked as trainer and mentor to teams, coaches, and management for over 20 teams.
In 2002 2003 He lead the first large enterprise application development that used Agile and Microsoft .NET in Canada. Since then Dymond implemented Agile in service of multi-national retail companies, startups, and Fortune 500 clients.
I am working within Healthcare IT for over 13 years, starting out as a service engineer (installations, upgrades, bug fixing & integration development) which is one of the better ways to customer driven development. From there on we went to software engineer, team lead, group lead to production manager, isn’t this typical waterfall?
Anyway, back to the agile world … there we take up the role as Product Owner for 3 scrum teams as well as fulfilling the role of Scrum Coach within a 4 headed scrum coaching or rather scrum help desk team. As I see things I have been working Agile since … always but only started to tune it to a real proven implementation (Scrum) since beginning 2007. During this process we are trying to lower the typical waterfall pyramids in the organization as well as educate people outside the R&D organization like sales for example, a tough but rewarding quest.
Even though I was not intending to follow a certification course I did it anyway for the reasons that it was extended with a cooking event and it was given by Jeff Sutherland. I probably learned more during the cooking event than the course itself, especially from Jeff since he has a lot of experience within the Healthcare domain.
Visit Jurgen’s agilefun.com
The talk: “Cooking the Product Stew“
This is not a recipe. Most of the time a stew is made from various ingredients you have around, left overs, new ingredients that go together well, and others that are filling but not good unless there is lots of sauce. The enterprise software market is made up of products that are a stew of software on many legacy platforms that have evolved over a long period by many hands. Taking an enterprise software product to Agile methods is a challenge. There are technological, political, and organizational barriers. With distributed organizations we can add in cultural differences as well. In a uniquely European context, this presentation will draw from the ongoing experiences of multi-location multi-team enterprise product development effort with teams in 3 countries and 5 locations.
Ingredients include:
- very large tough customer with many needs and a strong tendency to waterfall
- 1 sales team that is not accountable in any way for the promises made
- 12 analysts trying to figure out what is needed and each is telling the teams what to do
- 1 PMO creating use cases on their own
- Remove 1 recently fired QA manager
- 26 teams in 5 locations across Europe
- 460 developers
- Top it off with a Chief Product Owner who has no direct line to the customer
Directions:
Mix ingredients well with confused priorities, then add large requirements docs whole
Strain through a tight budget
Process with high heat and pressure using the “do or die” setting.
Then add Agile and Scrum, simmer till over budget.
Our chefs will describe the interesting fun they are having with this product stew, and how they are working with all the cooks in the kitchen to make a more tasty product from the stew we have today.
