Harrison Owen argues that human systems are open, can’t be controlled, organizational agility is a natural act, and the best thing to do is to not stay in its way.
Martin Harbolt discusses Agile leadership practices promoting self organized teams and finding the proper rhythm for completing Agile projects with success.
Chris Nodder shares tips for getting a product vision, a high-level design, and a plan for the first sprints of a new product in one week.
Simon Brown discusses the role of the software architect, challenging some of the current assumptions and trying to redefine it in the context of Agile development.
Rafael Maranzato tells the story of a team who initially failed to adopt Scrum, but they tried again, successfully adopting it and moving to Scrum of Scrums within one year.
Jean Tabaka challenges the audience to reflect on what Agile practices they are employing, how they are using them, ending with the questions “Why have their organization chosen to go Agile?
Joel Semeniuk shares some of the lessons he learned managing development teams, how he got into Kanban and why its principles are helpful.
Janne Jul Jensen presents the development process of a mobile banking application from prototyping to the actual product including SCRUM sessions, sprint evaluations, UI designing, and user feedback.
Craig Larman presents practices and tips related to adoption, structure, requirements, contracts, architecture and design, offshore, multisite development, and coordination with large Scrum teams.
Leonardo Mattiazzi considers that Scrum and XP do not necessarily create a great product, and complementary Lean principles and practices are necessary to create an Agile culture across the entire enterprise in order to succeed.
Karthik Dinakar presents the case of his team which attempted to be as agile as possible in order to fulfill the short-term goals but missed the long-term ones because some of the Agile best practices were ignored. He tells the story of how his team finally managed to come back on course and which are the practices that he considers as necessary for success.
Kelley Horton discusses the reasons why her organization transitioned to Lean-Agile, the approach used and the visual tools helping them minimize WIP and track development, concluding that visibility inside an organization leads to success.