Agile should be about using tailored practices, techniques, tools, and team organizations that fully align to your business context. But the world of cookie-cutter solutions strongly influences businesses and their IT teams to follow their one-size-fits-all frameworks, methods, and tools. Such an approach often introduces many risks, so beware of the following symptoms that may indicate that your agile team has gone astray.
Following agile ceremonies may make an organization feel good, but that’s only a start. “Great big agile” requires leadership at all levels to focus on self-organization and empowerment as a universal framework.
Having your organization make the mental shift necessary to adopt agile is the first important step in an agile transformation. But once you decide you want to change, now what? Should you attempt your agile adoption yourselves or hire an expert? Joel Bancroft-Connors details the benefits and downsides of going it alone and of using contract, consultant, and full-time agile coaches so you can decide what's best for you.
As agile methods find more global applicability, we are finding groups outside of IT that have nothing to do with technology or software development demonstrating success with agile methods. But the approach to the solutions they deliver are often catered to their own unique circumstances. The original Agile Manifesto, principles, and supporting frameworks were formed with software development in mind, but from a holistic perspective, a different approach is needed for enterprise solutions outside of IT. Robert Woods will show you how to translate the success seen in agile software delivery to parts of the organization that don't deliver technology as its core solution.
Do you have measurement dysfunction on your program? Are you trying to measure teams and extrapolate each team’s status to the program? That doesn’t work. Teams have personal statuses, and you can’t add them together to understand the program state. But you can use a handful of program measurements that help everyone understand where the program is and where it’s headed. Instead of trying to “scale” measurements, take a new approach. Join Johanna Rothman to learn to use and share quantitative and qualitative program measurements that show everyone the program state. It starts with measuring what you want to see. This simple principle is so effective because it takes your needs into account before you decide on a metric to use. Next, we'll look at the scope. We’ll talk about why you want to measure completed features and how measure at this level can bring clarity to your project.
As organizations begin to scale their agile adoptions from independent teams to a more organized "team of teams" structure, one of the challenges that is typically harder to address is budgeting and forecasting funding. The traditional approach of project-based annual funding doesn't allow for the effective integration of new information and market changes into the funding strategies. As organizations mature in their adoption of agile, they begin to better understand the need for changing the way they do lean portfolio management (LPM). Attend this session to get a basic overview of what LPM is and how it differs from a more traditional approach. You'll learn some typical problems that organizations encounter, hear from the audience about specific challenges they are having, and, finally, walk through a novel way of approaching these challenges.
Agile transformation requires more than a change in process; it needs a change in mindset. In order to fully embrace agile and create a productive environment, you have to change how you think about priorities and failure. Priorities are decided proactively, not reactively, and failure is not punished, it is celebrated. Once you make this shift in perspective, you can reap the rewards of agile.
The most common requests Dawn Haynes gets as a consultant these days is to help testers transition to an agile development process, or to help testers be more effective in “agile-ish” environments. But Dawn recognises that transforming the process and the environment is not enough. Interestingly, the core answer to these questions starts with forgetting the process for a moment and focusing on yourself and what you’re trying to accomplish. Being agile starts with a mindset and an attitude that drive focus, approaches, and solutions. When you start there, the path to improvement can almost always be summarized as “being more agile”—which is surprisingly independent of whether your team follows an agile process. Join Dawn as she shares with you what it means for a tester and a test team to be more agile (whether or not you do agile) and what benefits you can experience if you decide to increase your agility as a tester.
Delivering a compliant product is a resource intensive and challenging activity for most teams. Whether a team is trying to adhere to company, industry, or international standards, it needs to produce deliverables under tight deadlines with the right level of quality. When you work with Forensic teams the stakes are high! Next Generation Sequencing (NGS) is a new forensic DNA sequencing technology which can result in increased detection ability for degraded and complex mixture samples. It can also provide ancestry and physical trait information which help's narrow down suspects. Join Aprajita Mathur as she shares how her team successfully built the first Forensics, NGS “sample-to-answer” platform at illumina, working in a cross-functional team, using a scrum-based methodology, yet in a compliant environment.
The business analyst (BA) has played a key role in software development. But within a modern agile context, the role of the BA is less clear, and there is some confusion as to whether the product owner role subsumes that of the traditional BA. Let’s look at the roles the BA can play with agile teams and how to fully leverage their expertise to supplement or augment that of the product owner.