This event is co-located with DevOps Summit. Delegates may attend any sessions from either conference.
At present times, Agile communities are every where and the Agile philosophy is being adopted by more and more organisations. This cooperative, iterative approach to development—or any problem-solving process—that favours multiple, small, rapid releases over fewer large-scale ones is showing stakeholders and unhappy end users how to manage time and money. The key is to embrace change and focus on customer desires and feedback. All this allows agile businesses to provide almost immediate responses to shifting customer demands.
Stalwart thought leaders and practitioners share their views and “know-how” to transition and transform with different processes and attitudes to change. The conference thus provides the perfect occasion for delegates to get involved in the conversation, ask questions, learn about best practices and stay together in the Agile initiative, where Agile has its roots in working, sharing and innovating.
Joint morning session with DevOps Summit
The Round Table session is the last of the joint morning session of the two co-located events. This session is for 45 minutes of which there will be around ten minutes for a general summing up at the end. The speaker at each table will have a set theme and delegates join any table that they are interested in. They are given all the topics with their joining instructions and again at the time of registration and so make their choice on the topics that they want to attend. This is a discussion group and so no presentation slides are necessary. Please submit a topic if you would like to chair a discussion on a topic related to Agile and DevOps.
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
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.
Zuzana "Zuzi" Šochová, Independent Agile coach and trainer
Great teams make a huge difference to your company’s success. Great ScrumMasters create such high-performing teams.
I will tell you some of the secrets you need to know to become a great ScrumMaster. Create a high-performing collaborative environment at your organization, which makes your organization more than competitive in the current complex globalized world.
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.