This event is co-located with Adopting New Technologies for Digital Transformation.
The event originates from the idea that learning about Agile methods is important; BUT understanding HOW they apply to your specific context is critical.
The programme favours case studies over theory-focused presentations and aims to connect subject experts with the audience via round table discussions, Q&A sessions and networking.
This conference looks at issues specifically relevant to Agile and the entrepreneurship. There will be mix of agile stories and subject experts from different backgrounds will promote the values and principles for software development and disciplined processes for project management. This coupled with networking has the scope for open-mindedness and sharing throughout the day.
There is also an exhibition alongside featuring leading service providers, consultants and vendors.
Benefits of attending:
We are inviting speakers – thought leaders, subject experts and start up entrepreneurs – to share their knowledge and enthusiasm about their work and their vision in the field of Agile.
We understand that successful projects are written up as “White Papers”. Please share these with us. But projects that did not achieve their targets – “Black Papers” – are of interest to us too. They can be a very important topics of discussion / panels that you can present. Talk to us about both, we welcome your input.
Please complete the speaker’s response form and submit a proposal to present at this event.
UNICOM’s Code of Conduct & Views on Diversity
We at UNICOM strive to be a leading provider of knowledge to the business community and to engage the global business community as a specialised provider of knowledge. We strive to do this maintaining a culture of co-operation, commitment and trust. We want every UNICOM conference and training day to be a safe and productive environment for everyone – a place to share research and innovation and to build professional networks. To that end, we will enforce a code of conduct throughout all our events. We expect cooperation from all participants to help ensure a safe environment for everybody.
Our approach is that our events are dedicated to providing a harassment-free experience for everyone, regardless of gender, gender identity and expression, age, sexual orientation, disability, physical appearance, body size, race, ethnicity or religion. We do not tolerate intimidation, stalking, harassing photography or recording, sustained disruption of sessions or events, and unwelcome physical contact or sexual attention. We do not tolerate harassment of conference participants in any form. Sexual language and imagery is not appropriate for any conference venue, including talks, workshops, Twitter and other online media. Event participants violating these rules may be sanctioned or expelled from the event without a refund at the discretion of the conference organisers. Please bring your concerns to the immediate attention of the event staff.
Diversity: In our endeavour to be the provider of knowledge to the business community, we understand that this depends on hearing from and listening to a variety of perspectives that come from people of all races, ethnicities, genders, ages, abilities, religions, sexual orientation, and military service. We welcome diverse speakers for all our events, we do not always fully achieve this goal, but it is an ongoing process.
Margarete McGrath, Chief Digital Officer for Dell EmC Enterprises
Digital leadership requires a bold approach to leadership. Many leading organisations have struggled to really transform how to become leading digital businesses. Many are still struggling with digital front ends but antiquated analog middle and back office structures and decaying work practices. Some enlightened businesses who are not disruptors but have a legacy infrastructure and aging workforce are trying new and novel ways to transform their culture to embrace the digital age.
This session will touch on some of the highlights and low lights experienced by leading businesses and how they have responded to become leaders in a digital age.
Allan Kelly, Software Strategy Ltd
♦ Today's growth businesses are Digital. And in Digital things chance fast, technology, competitors, markets and even capabilities.
♦ How are businesses to respond? And how can digital business structure itself for efficient operations?
♦ Fortunately there is a template from which to learn: Agile.
Round Table sessions are discussion groups held jointly with the two co-located events. The speaker at each table will have a set theme and delegates join any table that they are interested in. Please submit a topic if you would like to chair a discussion on a topic related to digital transformation and the business evolution with Agile.
Does Agile produce more value than waterfall (and how do you measure it)?
Steve Kitching, UK Managing Director, PREMIOS
Agile Clinic: Your chance to ask about any problems you have with adopting Agile
Allan Kelly, Software Strategy Ltd
Robotic Process Automation.
Jonathon Wright, CTO & Co-Founder, Digital Assured
Maturing DevOps Pipeline for Enterprises
Hiten Khambhadia, Head of Technology for Banking and Insurance in Europe, TCS, Amsterdam
Digital Transformation: Turning rhetoric to reality with Automation, Performance and DevOps
Ian Molyneaux, Infuse
Daryl Searle, Director, Ovate
No longer can organisations rely upon IT to deliver projects and products that gain market share. In a marketplace where speed rules, an organisation needs to work as one. We will look at how applying agile principles across an organisation increases the “sum of all parts”
Colin Deady, Head of Product and Innovation, Capita Application Services
You’re Agile. You’re delivering. You’re also seeing the Singularity of Failure approaching: technical debt, challenged velocity, and a definition of done that is more a guideline than a fact. You’re struggling. Let’s change that, and reverse this downward spiral using real-world practical examples including BDD, Real Options and Zero-Known Defects.
Soumyadip Mitra, IT Consultant Agile & DevOps, Infosys Ltd. Dublin
Driving and leading Agile & DevOps Transformation within an IT organisation might be quite challenging due to complexity involved in managing change across the enterprise. Magnitude of challenge is increases further, if you are dealing with organisations where need for change is still not realized at all levels in organisational hierarchy equally, having multi-vendor & multi location team, departmental silos, failed running initiatives and many more.
So the purpose of my talk is to highlight the key traits a transformation leader should possess in driving, sustaining and scaling change across the organisation.
Bernhard Sterchi, Managing Partner, Palladio Trusted Advisers, Switzerland
Usually, Agile methods are part of the operating system of an organisation: roles, processes, routines that everybody follows. But what about the areas outside the operating system – individual cases, exceptions, non-core tasks? The Amber Compass serves as a type case from which to build your agile-compatible leadership competence.
Steve Kitching, UK Managing Director, PREMIOS
This presentation will describe an approach to measuring Agile development that allows for an approximation to fixed price contracts.
Why is this important?
The industry has justifiably bought into the benefits of Agile development for, primarily, improving customer satisfaction and, secondarily, for improving value delivery and shorter time to market. However, there is a group of people who find Agile development hugely frustrating collectively, the "investors." This group have gone from being frustrated that estimates of cost and duration for waterfall projects were invariably wrong or, at least, very fragile in the face of change to being frustrated that Agile teams will not even provide estimates of cost and duration to allow them to incorporate change.
The presentation describes an approach for cost and duration predictability developed by the author and his colleagues in numerous workshops with a major financial services client as an alternative to paying for all Agile development from outsourced software development vendors on a T&M basis. The approach has subsequently been refined through work with other clients and experts in the field.
Key lessons or concepts that will be conveyed:
• A better way to measure Agile development to help manage investor expectations
• Transition from paying for Agile development as T&M to fixed price
• Implementation issues that might arise and how to manage them
Dean Latchana, Sainsbury’s Agile Transformation Coach
Implement means to execute. Governance means to rule and control. This suggests implementing governance is a top-down deterministic approach to management. Such approaches are no longer fit-for-purpose.
Teams need to seek their own approach to gain business alignment. This talk is about collaborative approaches which support teams to deliver value.
Tomasz Kropiewnicki, Agile Coach, starglider.consulting
Would you like to hear an interesting story about measuring Agile systems with practical applications and a catchy metaphor?
When coaching for excellence both qualitative and quantitative aspects of our Agile systems should be considered, we cannot just rely on one. Through my Agile journey, I struggled to get the right balance when collecting metrics until finally discovering a method and metaphor that made sense: The Four Cars.
Susan Scott, Director, Agile Portfolio Management Transformation, Barclays Bank PLC
♦ Agile isn't just about engineering anymore. If you really want to harness the benefits of Agile long term you need to engage all departments across your enterprise to be on the journey with you, particularly your Finance department.
♦ Introducing ‘adaptive’ planning into your Financial practices is key to being able to support ‘business agility’.
♦ This session will talk about portfolio planning, investment governance and financial practices that are impacted in this new way of working.
Peter Kappus, Portfolio Delivery Manager, Government Digital Service
As agile ways of working become standard and organisations increasingly use them outside delivery teams, traditional portfolio governance, resourcing, and financial controls are struggling to keep up.
This session explores how GDS is challenging and rethinking these areas within government. We’ll look at pragmatic, simple techniques you can use for devolved risk management, continuous, light-weight planning, flexible funding and resourcing, rolling benefits realisation, and how to build a passionate community of agile champions to drive change within your organisation.
Bring your questions and ideas and get hands-on with live demos.
Chris Davies, Founder and Principal Consultant, Aterny Agile Services Ltd
In some agile circles, ‘governance’ is almost a dirty word. To many, it means bureaucracy, documentation, heavyweight process and a lot of wasted time and effort. And in a lot of cases, that’s how it is. But equally, a lot of companies today operate in a complex and highly regulated environment and they are delivering their change portfolio through projects that require some form of control to ensure their success. Traditional approaches to governance through documentation and RAG status are not compatible with agile. And blaming any and all failures on the project manager – or the Scrum Master - is naïve and irresponsible.
So how do companies run their portfolio of agile projects in a way that ensures adequate oversight without stifling the agility?
This talk presents a framework of 8 principles, two roles and one key practice that will not only achieve that, but can also be a catalyst for agile improvement across the portfolio.
Joey Flint, Senior Agile Delivery Manager, BBC Design & Engineering; and Marija Ball, Project Manager, BBC Design & Engineering
BBC Media services is responsible for all the delivery of online video and audio content and distribution of rights management. We would like to give you a practical overview of how we, and other BBC teams use various permutations of agile to manage our delivery. What the last 10 years of using agile has taught us and what we believe works and doesn’t work.
Brian Hendrick, Scrum Master / Delivery Lead, HMRC
UK Government’s Digital Transformation initiative has been praised (Ranked No.1 in UN’s E-Government Development Index) but there are many challenges adapting agile within the public sector. This presentation will discuss the various challenges to adapting agile ways of working and the accomplishments of government’s digital transformation initiative based on the first-hand experiences working in: Digital Policy, Service Design, and Agile Delivery.
Carl Davies, Agile Coach & Consultant, Perfect Agile – Working for DWP
This presentation outlines how a digital delivery team at DWP were able to successfully blend Agile and traditional project delivery methods. It covers the mindset and range of techniques that enabled a major new digital service to break new ground. We explain how we achieved delivery in the context of a traditional programme/PMO and governance structure. The importance of establishing the optimal direct and wider service team culture is also discussed, along with organizational barriers to achieving a rapid delivery and leadership approaches to ensure these were (mostly!) overcome.
James Betteley, Skelton Thatcher Consulting Ltd
There’s no point building a super-cool, super-functional product that looks and feels exactly how the customer wants it, if you can’t deploy it, maintain it, manage it and support it once it’s gone live.
In the Agile world, great efforts have been made in making sure we deliver what the customer expects, within reasonable budget, and on-time. But where are all the clever tricks and techniques designed to ensure we deliver deployable, scalable, performant products that can be updated in real-time, monitored from the very second they’re built, and managed from day-to-day without needing a team of support engineers?
DevOps provides solutions for all of these things, but bolting them on to the end of your Agile development process simply won't work - by then it's too late, and you're lumbered with a system that wasn't designed with operability in mind.
Building DevOps in to your Agile processes isn't easy, but it is necessary. You'll need to break some rules if you're following Scrum by-the-book and you'll need to think (and work) differently.