Agile, Testing and DevOps: Are they a separate conversation or a progression of capability?

DevOps, Testing and Agile have shared environments that facilitate working together. Spurred by greater demand for excellence, these three methods are more than simply adopting new tools and processes. The synergy involves building an evolving and a stable Continuous Integration (CI) Infrastructure, as well as an automated pipeline that moves deliverables from development to production to meet users’ expectations. They can work together, and the entire build process should be transparent, and it should enable and support development and operations. This transformation depends on: significant changes in culture; roles and responsibilities; team structure; tools and processes.

The Round Table session is for 45 minutes. 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, but please submit a topic if you would like to chair a discussion on a topic related to Testing, Agile and DevOps.

Among the topics addressed are

  • Agile frameworks provide guidance for efficient operational software
  • Adopt a “build-and-run” teams concept
  • Automation and SAFe
  • Agile and DevOps – moving with flow based awareness
  • Testing: “Measure twice, cut once”
  • Continuous Testing – running tests at each stage of s/w delivery pipeline.
  • Improve DevOps with SAFe
  • Automating for improved flow
  • The agile release train and continuous integration
  • Scrum board Gamification
  • Modern Software Testing
  • Sustainable Test Automation
  • Mob Programming
  • Team leadership
  • Individuals and interactions over process and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan…… have been achieved and helped establishing a faster and practical way of getting things done.

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Call for Participation

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, Testing and DevOps.

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.

Code of Conduct & Diversity

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.


08:45 - 09:00Registration

09:00 - 09:15Conference overview - Read More


09:15 - 10:00Choosing your WoW! - Read More



10:00 - 10:30 Tea/Coffee break

10:30 - 11:15Step away from the Customer - Read More

Steve Peacocke, Chief Executive Officer, DragonsArm

Steve Peacocke, Chief Executive Officer, DragonsArm

Sometimes, teams are so focused on the customer that they are unable to perform. In this talk, I will discuss a real-life example of a problem encountered with a few teams who had just this issue.

In our eagerness to satisfy the Agile mindset of Customer collaboration and satisfying the customer, we can often fall into a trap that none of us expects. In this case, it led to the worst possible outcome – an inability to deliver.

How can this happen? Surely being closer to the customer is the best possible position? As it turns out, it can cripple our productivity and set the team into a spiral that is difficult to come out of. Nothing was getting done and the team carried all the blame when in fact, the blame lay equally between the team and the customer.

It took someone from outside of the loop to see the problem and act.

As the Principal Consultant for Agile for a government department, I found exactly this situation. I was at a loss as to how to resolve this situation. I tried a number of tactics to try to resolve the situation and both sides were willing to do whatever it took.

Dragging the teams away from the customer sounds very un-agile, but in this case, it was the only option. I’ll show you what we did and how we did it.

The worst of those teams are now considered one of the most customer-centric teams in the organisation, getting praise from some unexpected areas.

11:15 - 12:00Applying Lean Startup With Enterprises - Read More

Joshua Lai, Scrum Master, Thales

Joshua Lai, Scrum Master, Thales

Many entreprises set up and tried building digital products, yet not all had succeed. To be successful, it requires the leadership build an ecosystem that helps teams to nurture, grow and thrive with the relentless pursuit for technical excellence. Nothing really matters; deliverable and results speak for itself.

Delivering valuable quality software is a good side effect of happy teams who seek for continuous improvement and technical excellence. Joshua will share his observation about a digital factory approach that could well-balance the demands for fast delivery of business value, while embrace the need for technical excellence to product quality products. He will explain how could a digital factory weaves in modern Lean-Agile culture and thinking, good software development practices and DevOps implementation, so that valuable quality digital product could be delivered successfully.

12:00 - 12:45Building Test Infrastructure to enable DevOps - Read More

Raj Kamal, Release Manager, Facebook

Raj Kamal, Release Manager, Facebook

Back in the days, when Microsoft built Windows Vista, they relied on hundred of thousands of GUI based end-to-test tests that ran for days for each build. Fast forward 15 years, end-to-end tests are despised for being slow and flaky. At Facebook, there is a huge push back from the engineers to write end-to-end tests as they prefer unit tests and integration tests for being fast and easy to write. While we all know of the testing pyramid which beautifully shows that while a lot of unit tests is what we need the most, a good number of integration tests and few end-to-end tests are also needed to strike the right balance.

If we try to find the intrinsic motivation of engineers shying away from end-to-end and to some extent, even integration tests is not that they don’t see the value in it but they are just hard and cumbersome. That’s not a good enough excuse to not write these tests. Common sense tells us that we will pay an even bigger price for not having the right tests in our arsenal in right proportion. Mark famously said “Move fast and break things” and has now evolved that mantra to “Move fast with Stable Infrastructure” to make the point.

Here comes Test Infrastructure, the elephant in the room. You may even ask, what the heck is test infrastructure? I like to define test infrastructure is providing tools, frameworks and support needed to engineers so they can do what they do best i.e. write code and write tests to test that code without having to deal with hard problems like test setup, test users, test environments, test data, test frameworks, scheduling tests at different development stages, test selection, test monitoring and retries, bisect (identifying blamed code when a test breaks), identifying flaky tests and the list goes on.

The talk is going to be about how an organization can build necessary test infrastructure to support engineers to provide high quality signal and reduce the noise that’s associated with writing and running hundred and thousands of tests every 20 mins. While there are a lot of DevOps tools that claim to solve this problem but we still need test infra specialists in each of these organizations to build what’s missing and make it easy for engineers to ship high quality code without having to deal with test infrastructure related issues.

12:45 - 13:45Lunch break

13:45 - 14:30Scrum board Gamification - Read More

Majid Bhatti, Director, Transition & Transformation Asia Pacific, Orange Business Services

Majid Bhatti, Director, Transition & Transformation Asia Pacific, Orange Business Services

Today many of us resistance to follow work processes including scrum which can lead to huge challenge for technology & business.

To get-away with these changelings’ gamification was coined, which refers to the use of game thinking in non-game contexts and can be considered as a framework where the

participants are systematically motivated with targets that have small and quantifiable increments based on continuous feedback and interactions – which are exactly the principles of Agile.

Scrum Gamification is a transformation process in which interaction patterns, game mechanisms, reusable game components are operationalised to solve problems in an intended environment that is situated within a real-world context.

14:30 - 15:15Decentralization of Banking AI - Read More

Nabendu Misra, Director, Digital Solutions (FSI), Oracle

Nabendu Misra, Director, Digital Solutions (FSI), Oracle

Methods & systems of integrating various Fintech AI as a balanced implementation between interpretable & explainable,
utilizing a combination of classical computing (CPU / GPU) & quantum computing services ”

Leading To Decentralization of Banking AI” via – Private Permissioned Block-Chain ON public Cloud

15:15 - 15:45Tea/Coffee break

15:45 - 16:30Shu-Ha-Ri: how we apply Aikido principles to Agile and DevOps transformation - Read More

Marc Gong, Senior Director IT, Lead Coach, Agile and DevOps Compentence Center, SAP

Marc Gong, Senior Director IT, Lead Coach, Agile and DevOps Compentence Center, SAP

While Agile started to appear in last 20 years, the key principles for how we operate is nothing new and have been with us for thousands of years. In this session, I am taking a martial art “Aikido” (Japanese: 合気道) as example and going through the key principles in leadership, learning and transformation approaches. In these principles, learning Aikido are very similar to build Agile organization. Leaders are practitioners and teachers. Learning is via practices and peer learning. Changes are done in people body and mindset. We need to learn the rules, break away from the rules and ultimately create our own rules fitting ourselves and organization (Shu-Ha-Ri). Aikido is a way of life, so Agile and DevOps is.

16:30 - 17:15TBC - Read More



Majid Bhatti

Director, Transition & Transformation Asia Pacific
Orange Business Services

Marc Gong

Senior Director IT, Lead Coach, Agile and DevOps Compentence Center

Raj Kamal

Release Manager

Joshua Lai

Scrum Master

Nabendu Misra

Director, Digital Solutions (FSI)

Steve Peacocke

Chief Executive Officer








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