Lisette Sutherland, Elinor Slomba share stories of successful remote distributed teams, how they built relationships and trust, and how they raised the quality of their communication.
Karen Siers outlines the difficulties encountered by a developer switching from a waterfall or cowboy coding environment to a collaborative Agile style.
Martin Thompson focuses on the evolution of Java and how it contrasts to C/C++, covering the cultural challenges of pushing the limits of performance and how to collaborate with industry experts and organize teams, which often stands at odds with the culture in many organisations.
Dan North believes Agile scales if teams achieve contextual consistency through shared guiding principles, a clear vision and a common understanding.
Daniel Schauenberg provides insights into how Etsy develops software and what tools and processes they utilize to help them achieve their goals.
Dave Farley introduces the ideas of Continuous Delivery as a practical everyday, holistic process, using some of the techniques and technologies from a real world project as an example.
Tim Lister describes his work as a colleague, as an apprentice, as a mentor, and as a mediator noting how team dynamics have changed over the years, and how they bring new challenges to tight collaboration.
Dan North shares insight on how really high-performing teams work, the patterns and ideas being genuine experiences from practitioners. This is Agile in actuality. Agile is an attitude, not a rule book.
Andreas Ehn discusses the role of the modern manager in an organization where the domain experts have a major role in the decision making process.
Chris Farrell, Shawn Button help workshop participants to see the problems of self-organization and learn using BEGIN -Boundaries, Empowerment, Goals, Ingredients, Nurture- to empower their team.
Andrew Stellman affirms that having great teams with a collaborative mindset takes more than great people, visionary leaders and good organizers, providing insights into what needs to be added.
Ashley Johnson identifies key principles for high performance product development teams, and explore which of these we can and cannot control in virtual teams.