Call For Papers


Agile NCR 2017 – Call for Papers

Building upon 8 years of a powerful legacy, AgileNCR is committed to showcasing the most salient developments in enterprise agility, lauding innovation, and bringing together some of the most conversant minds in the business. Therefore, it gives us great pleasure to announce that the Agile NCR 2017 submission portal for session proposals is now open.

We invite interactive sessions, case studies, and experience-sharing reports from Agile Practitioners all over the world, for the AgileNCR 2017 conference, scheduled to occur on November 24-25, 2017 at Crowne Plaza, Gurugram. The session abstracts must be submitted under one of the 4 Conference Tracks, and will be reviewed by an independent Review Committee.

Software Craftsmanship

Test-driven development (TDD)
Behavior-driven development (BDD)
Test Automation
Continuous Integration / Continuous Deployment (CI-CD)
DevOps
Agile Architecture
DevOps in legacy systems
Design patterns & principles
Leveraging tools to enhance Agility


Coaching & Leadership

How to coach a CXO
Lean Startup
Agile Culture
Fail fast
Actionable metrics
JD for CEO/CXO
Agile Balance Sheet

Enterprise Agile

SPOTIFY Model
Onshore-Offshore Agile challenges
Agile in Captives
Agile beyond IT
LeSS
Nexus


Agile T20 (Future + Quick Agile)

Agile Security
BizOps
SecOps
SPOTIFY Model
DevOps in Mainframe

Submission Guidelines

AgileNCR offers speakers a prime opportunity to out forth their ideas and experience and reach an audience comprised of an enthusiastic group of Agile practitioners, evangelists, and thought-leaders. Thus, the sessions that would be presented at the event will be carefully curated by an independent Review Committee, to make a comprehensive learning experience for the attending delegates. Prospective speakers are requested to read the submission guidelines very carefully, as abstracts may be rejected due to non-compliant submission formats.

Submission Format

The sessions in AgileNCR will be of 45 minute duration, The abstracts submitted for review must contain the following elements:

  • Session Title
  • Session Subtitle (if applicable)
  • Session Type: Research / Case Study / Experience-Sharing session
  • Track Categorization: Select one of the 4 Conference Tracks
  • Session Summary: A brief 100 word summary of the session topic, which will help attendees understand the context and pique their interest.
  • Description: A 500-word description of the session format and agenda, with key focus on the principles and concept to be illustrated by the session.
  • Learning Objectives: What would be the key outcomes and take-aways from the session, for the audience.
  • Presentation History: If you have presented on this topic before, please provide references and links.
  • Target Audience: Beginner / Intermediate / Advanced
  • Primary and Co-Authors
  • Comments: Any additional information that you feel will aid the abstract review.

IMPORTANT: It is of primary importance that speakers only present content that they have undisputed ownership of, or have received explicit written consent to share and present from the concerned parties that claim ownership. Any submission that does not satisfy this criterion is very likely to be rejected.

Important Dates

Jun 20, 2017

00:01 GMT +5:30 : Submission Portal Opens

Sep 30, 2017

23:59 GMT +5:30 : Submission Portal Closes

Oct 1, 2017

Session Abstract Review Begins

Oct 15, 2017

Result Notifications Sent

Oct 20, 2017

Deadline for Selected Speakers to Confirm

Oct 31, 2017

Submission of Final Presentation

Nov 10, 2017

Conference Agenda Announcement

Nov 24 - 25, 2017

AgileNCR 2017

* Required Fields

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Submitted Papers
(In order of submission)

NAMETITLETRACKSUMMARYDESCRIPTION
Anand Murthy Raj
Nurturing Indian Agile leaders with Insights from Indian Culture and Mythologycoaching_and_leadershipThe Indian belief and the Western belief system are so different that Indian leaders are caught in a catch 20-20 situation. Peter Senge in his book “The fifth Discipline says that India and China have to work and relate to their culture and cannot follow the western culture by default. “ How should we as Agile coaches coach our Leaders to build amazing organizations with a lot of focus on human values? My presentation will focus on growing Indian Leaders to next level and relating them to the cultural aspects thus shaking their belief system.The Indian belief and the Western belief system are so different that Indian leaders are caught in a catch 20-20 situation. Peter Senge in his book “The fifth Discipline says that India and China have to work and relate to their culture and cannot follow the western culture by default. “ How should we as Agile coaches coach our Leaders to build amazing organizations with a lot of focus on human values? My presentation will focus on growing Indian Leaders to next level and relating them to the cultural aspects and shaking their belief systems to move from efficient to effectiveness and doing things right to do the right things. I will use the learnings from Devdutt Pattnaik and relate them to help the leadership teams on how to focus on People, focusing on growing the organization’s inner strength, Ability to see the right things in a different lens, Leadership styles depicted in Vishnu’s dashavathara, the mistake done in Metrics and Measurement, s=creating self organizing teams, leadership learning and Crisis management. The participants will be amazed by the power of our culture and will start reflecting immediately on how to change...
Preeth Pandalay
Thought Agility - The keystone for true-blue agilitycoaching_and_leadershipIn a world of accelerating change and growing uncertainty, where the rates of return on assets and on invested capital has been on a continuous decline, Agile has emerged as the answer. Unfortunately today after more than a decade of doing Agile, 80% of the organizations are at or below the ‘still maturing’ level. Thought Agility - The keystone for true-blue agility, is intended to explore the hurdles an enterprise could encounter when transitioning from scalable efficiency to scalable learning, from bureaucracy to adhocracy, from delighting shareholders to delighting customers. In a nut shell, exploring Thought Agility and its key role when transforming to an Agile organization focused at delivering value at scale.This session is a combination of my experiences and my research to better understand the why behind – 80% of the organization are at or below the ‘still maturing’ level and more importantly why 63% (a number moving up at an alarming rate) of organizations cite company philosophy and culture as the impediment for adopting and scaling agility. The agenda behind ‘Thought Agility - The keystone for true-blue agility’ is to explore how 1) Thought model is as important if not more as compared to business model for successful transformation and 2) How the linear bias of the organization and leadership is playing a detrimental role during organizational transformation The session takes the audience through a couple of case studies that emphasizes the pivotal role of thought models in defining successful organizations. The session then will touch upon neurolinguistics, mental models and the cognitive biases experienced by humans. This would be followed by couple of real time examples of the linear bias that most of us possess. The presentation then brings the two topics together in an attempt to highlight one key area - Thought Agility which is being overlooked in most, if not all transformations. This is then linked back to the problems faced by organizations during the transformation as brought out by State of Agile survey by VersionOne. The presentation then concludes by stressing on the need of Thought Agility which is the keystone that holds all forms of required agility – agility in execution, and scaling, agility for leadership, organization and business resulting in agility that is sustainable. Thought agility - To realign the goal of agility as a journey, rather than a destination.
Sasnka Pavan Kiran Ravula
Agile Leadership - am I Transformed to I am Transformedcoaching_and_leadershipWith greatly increased success rates in software development, improved quality, speed to market Agile has been the go to stop for many companies. But why do they fail in its implementation or rather Transformation? The answer is simple. Even today Agile is still considered as a process and called Agile Transformation. But Leadership should look at it as Organizational Transformation rather than just process transformation.This presentation is focused on providing real-time examples leadership can relate to and generate insights, create awareness and test their maturity to take up the challenge. Moving them from AM I Transformed to I AM transformed.Change is the only Constant. From CEO to your industry aspirant, those unprepared are washed away in the wave of emerging trends and technologies. Industry has witnessed multiple process and technological changes. Out of all the process and technological transformations the industry has gone through Agile has been extremely unique. With greatly increased delivery speed, quality and reliability Agile has been the go to stop for many companies, yet it also has been the most misunderstood concept. With greatly increased success rates in software development, improved quality, speed to market Agile has been the go to stop for many companies. But why do they fail in its implementation or rather Transformation? The answer is simple. Even today Agile is still considered as a process and called Agile Transformation. But Leadership should look at it as Organizational Transformation rather than just process transformation. An organization transformation involves Leadership, Vision Strategy, Process, Tools and People transformation. In such a huge make shift leadership is the key piece driving the change, supporting and motivating entire chain below. A vision leader has like a virus. Resilient, Highly contagious. It can grow to define or destroy an organization; the stakes are extremely high. To ensure smooth transformation Leadership needs • “I” – Insights • “A” - Awareness • “M” Maturity This presentation is focused on providing real-time examples leadership can relate to and generate insights, create awareness and test their maturity to take up the challenge. Moving them from AM I Transformed to I AM transformed.
Prashant Pund
Meta-model of frameworks for scaling Agileenterprise_agileWith many scaling frameworks for Agile in the view; there is a need of analysis of the frameworks from Meta-model point of view rather than merely comparing them. This session describes the needed characteristics of the framework for scaling. It discusses the challenges before scaling the Agile Manifesto and the underlying Principles. The session is the result of research and analysis done by the speaker through the experience of coaching multiple teams trying to scale up Agile. Disclaimer: This session does not promote or criticize any of the existing frameworks. it is framework-agnostic.We have witnessed the growth and acceptance of Agile methodologies after the Manifesto in 2001. While we have acknowledged the adequacy of the Agile conceptually; many obstacles were observed about the adoption due to issues in scaling. While all the Agile principles and values were found to be impressive at a single team level; the same were found to be challenging to scale. Efforts were afoot to find the ways to adopt Agile at the Enterprise level by reducing the challenges posed by the coordination needed among various teams, synchronizing the oriented efforts and bringing in the Business Value at the least cost of scaling. Methodology Size, M, is determined by its three axes viz. Roles, Activities and Artifacts. For a small team, the small M brings more benefits with lesser cost. As the total no. of people involved in a project grows, it becomes increasingly difficult to maintain M. The fractal model of scaling up shows its own limitations after reaching a certain no. of teams working together. Therefore, a different approach that looks at these challenges using Systems Thinking for the analysis and Lean Thinking for the design of the scaling framework is needed. Many contributors to these efforts have variedly taken the approaches for scaling. This session is the result of the speaker’s experience of coaching teams of varied domains and challenges. While keeping a framework-agnostic view, the session discusses the scalability of Agile methodology in the context of the four values and 12 principles. It then outlines the required characteristics of the framework in the form of Meta-model. The Systems Thinking and the Lean Thinking is then discussed in the context of the Meta-model. The transition from the Project based development to the Flow based development is also emphasized as the key ingredient of the Meta-model. The Meta-model is explained with the basic questions of description such as What, Who, Where, When and How.
Alhad Akole
Creating Compelling Visioncoaching_and_leadershipIn Agile we always attribute unsolvable problems of teams/ leadership to "MindSet change". But Mindset is developed through systematic thinking, collaboration and common vision. In this Talk cum workshop I would like to demonstrate the technique to create Compelling vision using "Temenos Effect".In Agile we always attribute unsolvable problems of teams/ leadership to "MindSet change". But Mindset is developed through systematic thinking, collaboration and common vision. Recently I had chance to attend "Temenos Vision Workshop" at Bangalore, India. Temenos(R) process provides for developing a learning mindset within the oragnization. Before I talk more about the experience of Gathering lets look at defition of : CONTAINER The sum of relationships with all individuals that is unique to that specific network of individuals. Temenos is a solution for providing a capacity for self-discovery and personal mastery through an intentional combination of cognitive and emotional intelligence, resulting in a learning organization. during this gathering; we, Agile coaches were put in groups of 6-7 other coaches. We all went through 3 stages - past, present and future. We used technuque called story telling -introspection, visualization and articulation. We visualised our past journey in terms of containers and we sketched our journeys/influence points that has shaped who the individual is to that point in those specific containers. Each coach told their stories in from their drawings. other coaches were kind of getting into the shoes of the story teller (coach describing his/her story), and asked powerful questions to get the intent of the decisions at that point of time. These questions proved to very thought provoking. Next phase of the workshop was to look at the same containers (which we took in session 1) and now picturize them for following questions: 1) How I have failed the container? 2) How has contiainer failed me? 3) How has I enabled the container? 4) how container has enabled me? 5) HOw do I overcome our failures as an Agile coach? These set of questions completely changed the game for each one of us. this required us to do deep introspect, retrospect, look at different angles which we never looked at while taking those decisions/ going thru difficult part of life. Again when each one presented our own containers; coached kept asking powerful questions which gave new direction to thoughts; or simply put helped us do solve problems. In few cases it helped removed denial of negative behaviors. And in last stage of exercise, each coach created their own vision for their containers in personal/ professional life. In this session I will run smaller version of creating Vision for teams and show case how this techniques helps creating Compelling Vision.
Parveen Kumar
Scaling Agile Beyond Sprint Teamsenterprise_agileThis session will present the Portfolio Planning in Agile Context. Attendees will be able to understand how to Create, Prioritize and Maintain Portfolio Backlog by means of Portfolio PlanningMany Agile Transformations just focus on Team Level Agile and does not focus much at Program/Portfolio level. It is very important to align team level agile with enterprise initiatives/objectives to provide guidance/direction for success. Program Portfolio Planning at Enterprise level aligns enterprise objectives through Portfolio, Program and Team. This paper will provide guidance on how to maintain Portfolio Backlog by capturing the inputs from different sources such as Market Feedback, Client Feedback, Product Discovery, New Product Needs, Problems with Existing Solutions etc. Attendees will be able to understand how to setup Portfolio level Initiatives for providing direction on Program Roadmaps. Session will also cover much needed topic of how the Backlog for Sprint Teams are formed. Many of the Agile talks are limited to assuming Backlog exists but provide no information on how Backlog is setup. How the Program level Roadmap items are Converted to Features and further borken down at story level, will be demonstrated during the session.
Alhad Akole
Trust the Strangerenterprise_agileBuild Common Purpose Sprint Planning/ Grooming Daily Scrum Continuous Visibility Make Team Visible Technical Excellence Fact Based Decision Making/ Continuous Improvements Automation Collaboration tools Sprint Reviews Containeering© Innovation/ Value Add True to Agile Principles …Build Common Purpose Sprint Planning/ Grooming Daily Scrum Continuous Visibility Make Team Visible Technical Excellence Fact Based Decision Making/ Continuous Improvements Automation Collaboration tools Sprint Reviews Containeering© Innovation/ Value Add True to Agile Principles …
Sanjay Saini
Enterprise wide Agility without Scaling frameworksenterprise_agileWe are a big organization and were supposed to follow a scaling Agile framework. We should have hired multiple Agile coaches for coaching, mentoring and teaching us for a longer duration. However we didn’t follow any framework but we changed the environment on the floor where people took up the charge, learned themselves and started their Agile journey.Enterprises trying to be Agile have to choose one of the given frameworks for scaling Agile which may or may not be the best fit for them. There are not many case studies which have proven that the Scaling frameworks have helped organizations in achieving the Agility. Also organizations try to do pilot isolating small team(s) while others being the observers. We try to make small changes so that people should not feel uncomfortable and start adopting the new ways of working. However for any big organization, Agile adoption may be a mild word and they needs transformation and disruption. Sometimes creating chaos is good and it worked for us. We made everyone uncomfortable while providing them enough security. An environment of openness and respect was created so that people can come up with their problems and teams were empowered to debate on issues that affect and restrict them to achieve their daily work
Sumeet Madan
Think Agility Beyond Frameworksenterprise_agileAgility is something needs to be enacted and not about being a follower of tools and frameworks, frameworks and tools are there to enable people to be agile but not solution or way of work for the complex business problems.Session is about revisiting the crux of Agility and it's principles. Personal experience on breaking the rules defined by Frameworks to be Agile. This will be mix of some activities, theory, presentation and lot of collaboration. No case study to share as Spotify is not a framework but is mindset and way of work for the company. This session will help understand why culture and mindset is so important in an organisation and how this contributes to people life and how people deal with the complex market situations. This session is greatly inspired from a company "Spotify" and series of videos & discussion from Henrik Kniberg.
Raghavendra Meharwade
agile_t20
Sudipta Lahiri
Damn… we missed the date again!coaching_and_leadershipWe have all experienced the embarrassment of missing our planned dates. We are all experienced community. We have been in this business for a long time. Why then do we keep missing our dates again and again? How do we ensure that we plan and deliver to dates? How do we set expectations right? How does our thinking need to change? What kind of metrics do we need to focus on so that we make it possible to deliver to dates with confidence? This session focuses on how to make you more successful in delivering to dates.We have experienced the embarrassment of missing our planned dates. Ironically, this cycle doesn’t end with one instance. We re-commit to another date and miss that again! We are all experienced people, we have been in this business for a long time. Why then do we keep missing our dates again and again? Scrum makes a sincere attempt in changing this pattern. By making the team estimate how much it can deliver within a Sprint and by mandating that the team should be not be disturbed with changing scope within a Sprint, it attempts to increase the probability of hitting the dates. Yet, it isn’t uncommon for teams to be burnt out by the time the Sprint ends OR for unfinished scope spilling over to the next Sprint. Clearly, something is wrong at the core. Why is this so difficult? Is it reasonable to keep blaming the team or the people managing the project? This experience isn’t the exception! It is the norm in most teams. Over time, teams start playing with the story point estimates to ensure greater chance of meeting deadlines. In this session, we discuss what is wrong at the core. What are we missing in our planning? If this does not work, what will? We look at the Kanban body of knowledge to help us get out of this loop. Kanban provides clear mathematical basis for teams to be able to commit to deadlines. At the end of this session, you should be able to learn how not to fall into this trap again!
Harihara Ganesh Dharmarajan
Agile Culturecoaching_and_leadershipWhat is Culture ? How is it built ? What are the factors affecting it ? How culture and Agile complements each other. Through a case study and Industrial experience we will look at cultural ingredients essential for Agile world. Is Agile Transformation a success without proper Leadership and Organization culture ? Find out different change models and answers for all the questions in this presentationCulture drives the performance in the Organization. Understanding organizational culture is an excellent way to create an environment of success. Organization’s mission, policies, structure and strategies are based on values. Culture reflects the values. Organizational procedures and process should facilitate the values. In this paper we will look at Origin of Organization culture and different levels of culture. Then we move in to assessing culture, factors that shape culture and different type of cultures that exist in an organization. Looking through the GLOBE project, we explore the Indian culture through the lens of the 6-D Model to get a good overview of the deep drivers of Indian culture relative to other world cultures. Diving further, we explore relationship between organization culture and performance through 3 different perspectives. Next, the different factors that affect Organization’s culture is discussed followed by cultural resistance to change. Different change models such as Kotter's 8-Step Change Model, Lewin’s Change Management Model, Lippitt/Knoster models are discussed on how to implement a successful change in the organization. Finally, we look at a real case study about effect of cultural on a Networking Company’s Agile Transformation and why the transformation failed twice. At end of this presentation, we would get to understand all dimensions about Organization’s culture and how it impacts its performance and different functions. The key recommendation focuses on learnings from the case study and other industrial experience and application of them in to one’s Organization for creating and implementing a successful change. PS: Name of the Networking Giant will not be disclosed in this white paper as I’m not authorized to disclose the Employer’s name
Mohit Jain
Agile Analytics and Visualizationsenterprise_agileThis session will focus on how BI platforms can be leveraged for Agile Analytics and making advanced analysis of project data simpler and promoting fact-based decision making. This session will also show how BI's context aware visualisations help identify issues, outliers, anomalies and trends which are otherwise not possible in traditional spreadsheets.This session will focus on how BI platforms can be leveraged for Agile Analytics and making advanced analysis of project data simpler and promoting fact-based decision making. This session will also show how BI's context aware visualisations help identify issues, outliers, anomalies and trends which are otherwise not possible in traditional spreadsheets.
Sathyanarayana H.R
Mind-set Change – A Paradigm Cultural Shiftcoaching_and_leadershipAs stated by Peter Drucker, “culture eats strategy for breakfast”. For the successful agile transformation, organization culture plays a larger role. Resolving the tensions between Agile and traditional management cannot usually be achieved by purely rational means. My presentation will focus on techniques involved for driving culture change to agile.The organizational culture and traditional role of management often enjoys deep emotional attachments, comfort zone, power, attitudes, values and belief system which collectively add up to a corporate culture or an ideology. Some managers like being “the boss.” Even those that don't are pressed by the culture to act as though they do. Experience shows that changing a corporate culture or ideology can’t be achieved by the introduction of methodologies, models, job descriptions or policies/procedures . It’s tempting to dwell on the negative traits of the organization culture, but any corporate culture is a product of good intentions that evolved in unexpected ways and will have many strengths. So it is also important to identify the strengths of the existing culture and honour it In order to change the culture of an organization, it is important to address the mindset, belief system and behaviour of every individual in the organization. My presentation will focus on change to agile culture and techniques and approach involved in the same
Prakash Nagaraj
SCRUM in a Dynamic Atmospherecoaching_and_leadershipWhen a team begins to adapt Scrum approach for a dynamic atmosphere, one of the questions that often arises is,” How to address the challenges in Scrum within the limitation instead of a big change in a very complex environment”. After understanding what are the current challenges, several discussions on the topic usually rise. In this presentation, we will review how to implement Scrum under dynamic and complex atmosphere that may be appropriate for a particular situation.In large organizations, it is common practice within IT department to involve multi-vendor, multi-team, contractors following mix of waterfall and scrum mythologies to meet requirements in an environment involving diverse geographies, technologies, domain and culture. For an environment like this, many projects unwilling or insecure to start Agile transformation due to complexity observed at base level. For Scrum masters, it is a challenging task to start Scrum adaption without inviting large scale changes across the organization and to become confident to kick start Agile transformation journey. It becomes even more challenging when in absence of dedicated scrum teams to work on due to various reasons to start with. During the session, presenter will share his experience around implementing innovative solutions when faced by situation as outlined above. Some of the innovative solutions are around: • Scrum tools and techniques for teams shared across multiple releases /sprints each having different timelines but are dependent on each other • Modified Agile framework designed specifically to make inroads • Conducting Large scale sprint planning between dependent projects • Intelligent usage of templates for Scrum ceremonies spread across multiple projects • Creating consolidated and project specific information radiators combined for multi-vendor, multi-team, contractors following waterfall and scrum methodologies
Vandana Sinha
Agile in Distributed Teams for global organizations leveraging outsourcing partners and captivesenterprise_agileThe increase in Agile adoption across all industries has compelled global organizations to rethink how they work with distributed teams across timezones, locations and partners and vendors. Since Agile is an intrusive change for all, the solution cannot be merely re-defining the way of working for the teams. In this paper, we will look at the challenges and come up with a holistic way to address them. The paper will address all these different scenarios 1. Agile with Partner Offshore Teams 2. Agile with Offshore Teams in Captives 3. Challenges of working across distributed TimezonesThe increase in Agile adoption across all industries has compelled global organizations to rethink how they work with distributed teams across timezones, locations and partners and vendors. Since Agile is an intrusive change for all, the solution cannot be merely re-defining the way of working for the teams. In this paper, we will look at the challenges and come up with a holistic way to address them. The paper will address all these different scenarios 1. Agile with Partner Offshore Teams 2. Agile with Offshore Teams in Captives 3. Challenges of working across distributed Timezones Organizations that have adopted Agile across distributed teams, vendors and partners assuming it to be merely a change in the way of working for all have been unsuccessful in reaping any benefits from their adoption. Only those organizations, that understand what it means to adopt agile, in terms of changes at all levels, including leadership behaviors, Team Agreements and Partner Agreements, have a greater chance of being successful in their transformation. In this endeavor, several organizations are held back due to years of experience of a particular way of executing work. In the past, working with partners where some of the risks are transferred to them, and adding penalty on non-performance - has been successful. Worrying about how to make it work has largely been left to the partners - resulting in a lot of overheads, local optimizations, extra processes for hand offs etc. No one has complained about all this - bundling it into the cost of operations. The baggage of so many seemingly successful years keeps organizations in a state of denial that all the assumptions have changed now and a fresh outlook is required for success. We will look back at the successes of yesteryears - that have sown the seeds of failure for today - how different organizations are grappling with it, how they are succeeding in breaking from the past and taking control of their global teams and transforming successfully. We will also look at how to assess the situation across different aspects of change, identify and address the prerequisites and create your unique roadmap and forge ahead with the Agile transformation. Lastly, we will look at the critical success factors for transforming successfully.
Sanjay Saini
DevOps is a common sensesoftware_craftsmanshipThe session will be focussed on de-mystifying the hype created around DevOpsDevOps is not something new but it is the way we were supposed to deliver the software. There are chances that you may already be following it without knowing it. The session will focus on explaining some of the approaches and practices defined in DevOps
Prashant Agarwal
From Agile to Enterprise Agilityenterprise_agileThis session would cover in detail the broader transformation that is currently happening in organizations which are moving beyond Agile and DevOps and are becoming truly adaptive and self-managed organizations just like living organisms.Outline/structure of the Session: - Introduction - Why Enterprise agility is important - What organizations have mastered and struggling with - Meaning of true Enterprise Agility - 5 Technical capabilities to unlock Agility - Details of each of the above Technical Capability - Beyond Agile & Devops: Adaptive & Self-Managed Organizations - The next Level of Enterprise Agility - Conclusion
Ajay Kumar Chandna, CSP, CSM, ACP, PMP
Maximizing the Benefits from Scrumcoaching_and_leadershipScrum is a deceptively simple framework. To a newcomer to Scrum & Agile, the framework can give an impression that it requires certain ceremonies to be conducted in a cyclic cadence to reap the benefits. However, to derive the real benefits of Agile, the practitioner needs to delve deeper and understand the more fundamental drivers that are critical to maximizing the benefit. In this session, I will be using many examples, caselets & simple arguments spanning across the product lifecycle to drive home the point.Scrum is a deceptively simple framework. To a newcomer to Scrum & Agile, the framework can give an impression that it requires certain ceremonies to be conducted in a cyclic cadence to reap the benefits. However, to derive the real benefits of Agile, the practitioner needs to delve deeper and understand the more fundamental drivers that are critical to maximizing the benefit. In this session, I will be using many examples, caselets & simple arguments spanning across the product lifecycle to drive home the point. The key themes would be: Value: What is the case for constant focus on value throughout the product lifecycle? What constitutes value & what does not at each stage of the product lifecycle from visioning down to the standups & development tasks? Collaboration: Why it is critical to have the right team? Why this is not sufficient? Why collaborating for impact is the differentiator? What are the must haves for a powerful collaboration to get the best out of the efforts? How can some of the design thinking practices help? Technical Excellence aka Quality: Does the traditional definition of “fitness for purpose” suffice? Or do you need something more? Why do you need to look under the hood to ensure that the product is adaptable? Embracing Change: What is the case for continuously scanning the environment & taking timely decisions for embracing change on a continuous basis & be always prepared for it? Cycle Time & Throughput: Being disruptive, staying ahead & up with competition is critical to retaining & increasing the market share. How do the concepts of cycle time time & throughput help us stay ahead? Why the focus on these mean that you need to work differently? What needs to change?
Tapesh K. Varshney
DevOps in mainframe is a necessity not a luxuryagile_t20This session is primarily to highlight the importance of integrating existing mainframe tools with the modern age DevOps tools which can result into implementation of continuous integration/continuous delivery and establish agile development processes at any organization. It is also to discuss the comparison between functions and features of few popular DevOps tools in mainframe environment.Mainframe has been in the center of day-to-day functioning in almost all the world's top insurers, banks, US retailers, airlines etc since it's inception and we can't imagine a world in future without mainframe environment but it's the time to think on how we can innovate the conventional mainframe tools to speed up the delivery process in our organizations. In today's time DevOps is the next and the most important thing every system running on mainframe must inculcate into it's architecture. 1) Using DevOps in the mainframe area will not just achieve the speed of agile delivery lifecycle but also will retain the high quality standards of waterfall delivery lifecycle. 2) It will not only complete the work earlier but also will create more value for the customers i.e. business enterprises. 3) DevOps will not only increase the speed of current project but also will increase the cumulative speed of current and future projects. This presentation is to showcase the comparative study and HIGH level understanding of various DevOps tools' features related to different stages of software delivery lifecycle and integration of mainframe DevOps tools into existing mainframe tools. IBM RDz, Compuware TOPAZ workbench and NetExpress Microfoucs are 3 DevOps tools which have been studied and compared with each other to facilitate how these tools can be integrated and used to establish a continuous delivery model
Vandana Sinha
Companions of the Leader's Cavecoaching_and_leadershipDemands on a leader during the Enterprise-wide Agile transformation is much more than merely enabling and empowering teams. Leaders often realize that they themselves need to change for the transformation to succeed. However, there is a dearth of effective training and enablement for the leaders. This presentation will help leaders to carve out a self-driven, self-paced path to learning by leveraging the right books and the right experiences from observing their teams.Demands on a leader during the Enterprise-wide Agile transformation is much more than merely enabling and empowering teams. Leaders often realize that they themselves need to change for the transformation to succeed. However, there is a dearth of effective training and enablement for the leaders. This presentation will help leaders to carve out a self-driven, self-paced path to learning by leveraging the right books and the right experiences from observing their teams. The agile movement started as a team movement. The Agile training and coaching industry also developed around this. We do see a lot of organizations coming us with Leadership training on Agile but all of these lack the practical guidance that is needed for leaders to start exhibiting Agile behaviors and traits, and expanding on the learnings to come up with their vision and strategy for their respective organizations. Many leaders shy away from investing in their learning - this can be due to multiple reasons. We want to address some of them by giving the choice to them - by creating a self paced learning plan that is based on the “Caves” concept - where a learner learns independently - by reading books, reflecting on the knowledge and exploring at his or her own pace. The presentation will talk about the various books that can be used, what is the key learning from them, how to augment the learning by observing their teams way of working, and also evaluating the understanding.
AshokKumar Pandey
Why, what and How of a CXO coachingcoaching_and_leadershipIn the session, I will share my experience from various Agile DevOps transformation engagement where I have coached the different CXOs. I will cover how aspect of CXO coaching by defining CXO level coaching backlog, by enabling the CXO in setting up vision, in empowering the team, in removing the organisational impediments, in resolving organisational change management issues and by helping CXO in showing the behavioural changes during the transformation journey. CXO’s have their own set of challenges. So I will be also speaking about how to overcome those challenges.The flow of the session will be: 1. What is CXO level coaching? CXO level coaching is the mechanism of enabling the executives in successfully leading the initiatives that can result in organization wide agile mindset. It’s enablement by acting as Teachers, facilitators, mentors as a problem solver, conflict navigator and the coach based on the need of CXO. 2. Why CXOs required coaching? Agile/DevOps ways of working require strong executive sponsorship from top management. Top management must effectively communicate the benefit of adoption of a new way of working with all teams, CXO needs to demonstrate a sense of urgency through active involvement and promotion of the desired goal. At times of change, teams look to senior management to walk the walk and support in case of failures. However, in order to get the best out of CXO, CXOs themselves requires an effective coaching. 3. How we can do the CXO level coaching A) CXO coaching backlog: - Coaching backlog based on current organizational realities, goal, different options, and roadmaps helps in having the structural conversation towards the progress of CXO. B) Power based on respect/Influence:- Coach needs to leverage the power based on respect/influence and ask the questions that can help the CXOs in reaching their potential C) Scrum values as the foundation of coaching: - scrum values i.e courage, openness, commitment, focus, respect helps a lot in having the effective coaching conversation. D) Inspect and Adapt:- Having the regular inspect and adopts helps a lot coach and CXOs in making most out of coaching engagement 4. Coaching for effective organizational change management A coach can provide hand holding to CXOs in Top-level diagnostics, organizational design, performance management, Incremental change, employee pride and commitment, leveraging change agents, enablement before enforcement, flexibility, change fatigue, change readiness, Involvement at every level below aspects etc and help the organization in achieving the agile mindset. 5. Shu- Ha-Ri levels of CXO coaching:- A) Shu:- At the start of engagement, more effort is required from coach and CXOs usually follow the given practices B) Ha:- After some time, CXO will extending, perfecting, occasionally breaking the rules C) Ri:- They CXOs starts creating their own practices 6. Challenges of CXO coaching. A) Availability of CXO B) Acceptability of change C) Involved but not committed D) Organisational Cultural barriers E) Involved but not empowered 7. Outcomes:- Effective CXO coaching can help the CXO in driving the successful Agile DevOps transformation and it can show the impact on identified metrics. We have seen improvements in below metrics. a) Release frequency b) mean time to repair c) service availability d) Lead time to deploy e) cost of operation f) customer satisfaction g) Team members satisfaction 8. Learnings: A) Targeted coaching model is the must have in any CXO level coaching engagement. B) Organisational culture, dynamics, power factors should be leveraged effectively to make CXO coaching engagement impactful. D)Scrum values help a lot in driving the CXO coaching.
Rajeev Batra
Moving beyond story points - living ahead of time?coaching_and_leadershipWhile working on a project we all want predictions about how big is this body of work and when will it get done? Is it truly worth and does estimating deliver?While working on a project we all want predictions on how big is this feature or story, etc aka once started when can it get done and thus making it a weakness. However post completion a lot of times it leads to a situation where the team(s) + PO + Mgt are found debating about accuracy of the estimates they provided and why it took longer aka it overran? This gives a dejawu of a fortune teller looking into crystal ball and predicting ( this mounts especially when the team, tech and domain landscape is all new- new). Through this session we attempt to reach the genesis of the whole argument, i.e. the benefit / value estimation (aka story pointing) provides and is it worth it!
Rajeev Batra
Agile and DevOps - Do or Dieagile_t20This session focuses on synergies between Development ( Dev and Quality) and Operations. DevOps is a mindset which when married to Agile unifies these at a cultural level to help organization achieve accelerated realization of value for customer.This session focuses on synergies between Development ( Dev and Quality) and Operations. DevOps is a mindset which when married to Agile( Scrum / KanBan) unifies these two at a cultural level to help organization achieve accelerated realization of value for customer. The presumptive goal of any DevOps initiative is to move fast, deploy rapidly and be responsive to changing business conditions. When we look at this from the perspective of selecting a methodology for development Agile is an apparent choice. As it enables us to help take the long gestation period out of the equation and give a direct view into how work gets communicated, completed and delivered ( in sprinting or flow based mode). Marrying the two is a need of the time, however needs to be taken with full rigor and confidence on it.
Amita Singh
Right start for the Mainframes DevOps Journeyagile_t20In today's world , the mainframe is still far from moving to DevOps. It is must to start the by looking at the challenges that mainframe teams face for moving to DevOps. Mindset and IT culture change still remains the top challenge. This paper will also talk about some of the 1) Best practices that we should look upto make our DevOPs Legacy Journey Successful, even before we start working on the tool startegy. 2) Consideration for deciding the Devops tools - performance , agility, speed, quality, security; 3) Various available tool Options and which integrates well with each other.In today's world , the mainframe is still far from moving to DevOps. It is must to start the by looking at the challenges that mainframe teams face for moving to DevOps. Mindset and IT culture change still remains the top challenge. This paper will also talk about some of the 1) Best practices that we should look upto make our DevOPs Legacy Journey Successful, even before we start working on the tool startegy. 2) Consideration for deciding the Devops tools - performance , agility, speed, quality, security; 3) Various available tool Options and which integrates well with each other.
Kamlesh Ravlani
enterprise_agile
Ankur Nag
Agile Culture - Change Yourself Firstcoaching_and_leadershipOrganizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. When we talk about changing the culture of Organization we try to focus on the individuals because their behavior as a person and with others tell us about the cultural aspects of company in which they are working. In order to bring change in cultural aspect , we need to understand the human behavior. Key elements that are required to be taken care while understanding the human behavior will be describe in my talk for topic Agile Culture - Change Yourself FirstOrganizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. When we talk about changing the culture of Organization we try to focus on the individuals because their behavior as a person and with others tell us about the cultural aspects of company in which they are working. In order to bring change in cultural aspect , we need to understand the human behavior. Key elements that are required to be taken care while understanding the human behavior will be describe in my talk for topic Agile Culture - Change Yourself First. In My Topic Agile Culture - Change Yourself First I would be emphasizing on Human behavior through Emotional Intelligence. People with high Emotional Quotient can Handle pressure healthy, understand and co-operate with others , good listeners , effective leaders , handle conflicts better , take balance decisions. Emotional Intelligence can be developed over the period. My talk primarily focus on 1. Emotional Intelligence Categories – Self-Awareness, Self-Regulation, Self-Motivation, Social Awareness, and Social Skills. 2. What are the Strategies for emotional intelligence? 3. How Team Members can become emotionally intelligent? 4. Cultural aspects of Organization, how to change it? 5. Stories about how people have changed themselves after becoming emotionally intelligent 6. Questionnaire testing emotional intelligence of people. 7. How leaders can develop emotional intelligence. Laura Wilcox , Directior of Management Program at Harvard Extention School have given details analysis of EQ aspects and its importance in below articles. https://www.extension.harvard.edu/professional-development/blog/emotional-intelligence-no-soft-skill
Kamlesh Ravlani
3 Experiments to remarkably improve Organizational Agilityenterprise_agileHow leaders and coaches can diagnose and eliminate local optimization and waste prevailing within their organizations. Big ideas to apply Systems Thinking and Organizational re-design to optimize the organizational system as a whole. The session is framework agnostic and focuses on core elements of organizational design, Systems Thinking and Agile Principles to gain organizational agility. Though these ideas can be experimented within any organization, for the purpose of the workshop, we'll focus on software product development organization.Most large organizations are designed on the overarching theme of local efficiency & local optimization. Local optimization focus is visible through organizational silos, hand-offs of partly finished work products among SMEs, single function roles. being busy, communication barriers and distance from real user/customer challenges. In this workshop, we'll focus on the Software Product Development area of the organizations, diagnose local optimization, expose the underlying wastes and list ideas to optimize the whole system and improve organizational agility. Kamlesh Ravlani will help attendees see the prevailing local optimization by dissecting planning, analysis and design, and programming areas and will facilitate activities where you'll investigate the underlying wastes in your organization. Equipped with the knowledge of prevailing lean wastes and resulting local optimization, you will learn ideas based on Systems Thinking that solely focus on customer value and removes lean wastes resulting in System Optimization. Attendees will also learn that System optimization also triggers and necessitates re-designing the organization to move away from local optimization in the benefit of the whole system optimization and allowing the organization to be more responsive and agile.
Kamlesh Ravlani
Leading Large-Scale Product Development with LeSSenterprise_agileWe discuss the Leader's role in Large-Scale Product Development and how leaders can play a critical role during LeSS Adoption to help their organization through transformation. Participants are expected to be aware of LeSS Framework basics.Are you leading large-scale product development within your organization? Whether you are a CXO, SVP, BU Head or Exec Director who is responsible for or interested in leading an enterprise wide Agile transformation efforts implementing LeSS. We discuss the specific areas where you as a leader can play a vital role that could make or break the organization's transformation efforts. Participants will learn how LeSS Framework adoption presents opportunities for leadership potential that significantly differ from traditional management styles. Leaders will explore and take away actionable insights to implement within their organizations.
Aditya Nautiyal
Is your Leadership DevOps-ready?coaching_and_leadershipContinuous Integration and delivery on demand are very much the order of the day. As business turnaround times shorten, Clients get more demanding for quick working software bundled with all requirements delivered on demand- and the pressure on firms to transform their delivery model to DevOps mounts. However, not all teams and firms are necessarily ready to implement DevOps. What are the key requirements to ensure that your DevOps implementation does not fail? Are you- and especially your leadership- geared up for DevOps implementation? Explore the answer using this experiential discussion.Are you planning to implement DevOps without doing due diligence whether your leadership team is really prepared for it? Or are you doing it just because of mounting pressure to equal competition? What are the key questions that you should be asking regarding whether or not your Leadership is geared up to implement DevOps? How do you ensure your DevOps implementation is not setup for failure? Explore the answer using this experiential discussion. Whatever be your domain, these 5 key pillars- and the corresponding parameters discussed herein- will determine if your leadership is sufficiently DevOps-ready. Strategic Focus/Culture & Automation/Release cycle time/Role of IT in business/People education and readiness. Also discover some good Leadership practices that will help ensure the success of your DevOps implementation.
Sanchit Bahal
Road to Continuous Deliverysoftware_craftsmanshipAn experience report of implementing Continuous Delivery on a large-scale mobile project, and how it helped the team to be more productive.There is no single silver bullet solution for a team to implement Continuous Delivery. There are multiple aspects that need to be looked at - feedback loops, continuous delivery pipeline, build infrastructure, continuous monitoring, architecture, test pyramid, code quality. I’ll be sharing an experience report of a large distributed mobile project team on its journey towards Continuous Delivery - the challenges faced, what worked and what didn’t, and the final outcome and its impact on the team productivity.
Sanchit Bahal
Move fast with stable build infrastructuresoftware_craftsmanshipRobust and stable build infrastructure is the key to deliver fast. In this talk, I’ll be presenting an experience report of creating robust build infrastructure for a large mobile team, and how it had a direct positive impact on the team productivity.Build infrastructure is the backbone of any large development team, and if ignored can be detrimental to the productivity of your team. The infrastructure needs for mobile projects are unique though. Working with emulators/simulators is inherently difficult. I’ll be taking you through the journey of setting up robust build infrastructure (on-prem) for native (iOS/Android) mobile applications for a large distributed team, and how it directly impacted the team productivity: - Improvement in the lead time from development to deployment - Reduction in the time it takes to get a build agent assigned to a scheduled job - Reduction in the time it takes to provision a new machine - Increase in the daily commits by the team - Continuous monitoring of the infrastructure health, and other key metrics to measure success
Prakash Aryal
From Commitment & Delivery Failures to consistently Successful Iterationscoaching_and_leadershipThis is an experience sharing session based on my 4 years experience in a Scrum Team. The Scrum ceremonies are really important, but Team should first understand why the guidance is to do the ceremonies and whether it will really help the team. Team should be free to tweak the ceremonies as per their own understanding with good reasoning. Here I'll go through some of the ceremonies and how some tweaking helped us in a big way!1) Iteration Planning --Well groomed stories are planned in the iteration based on both Team Velocity and Capacity hours loaded. --Remind the team that its okay to take below capacity, but fulfilling the commitment is utmost important. --Plan the work such that, majority of work finishes 2 days before the sprint ends. Why - Because, its hardly possible to plan the work for all the team members till the end of the sprint and still able to complete all the stories. - Helps team to get habituated to complete 100% commitment. - If unknown/unplanned risks occur, Team still has buffer time to mitigate the risk. - If the team really completes 1 or 2 days before the Sprint end, they > Analyse stories of next sprint. > Increase skills : Tehnical/Domain/Anything that will ultimately help them individually as well as benefit the team. > At times, just chill - Do whatever Team members feel like doing. One can even mark a story as Stretched or Not committed if it helps. This can happen due to Capacity/Non-confidence of delivery. 2) Daily Stand Up --The Team member specific answering of 3 questions is great for start. But when the number of team members is a bit on the higher side or when the work is complex, the answers to the 3 questions may be difficult to grasp. --The alternate method is Story-wise answering of 3 questions by each member who is working for the Story. Why - The status and issues raised becomes story specific and easy for everybody to understand the current progress of the story and if there is any help required from anybody. -- This is done based on priority of the story, so top stories get more attention and people are automatically forced to change their priority to complete the priority stories. Helps minimize WIP. -- Team members also inform "When" the tasks they are working will be completed. This helps everybody to re-plan their own tasks based on priority. -- Discussions after the normal 15 minutes time is really required. Do it whenever required with the members(if necessary with everybody in the team). 3) Sprint Acceptance & Demo Acceptance of a Story need not wait till the Sprint Demo Day(last day of Sprint). The story must be sent for acceptance as soon as it is completed. This helps reduce the ToDo work and reduces risk of non-completion. 4) Sprint Retrospective Retrospective must be used for Team's Continuous Improvement. -- The things that are going well must be appreciated and continued. -- The things that are not going good, must be discussed and improvement plans/actions identified. -- Team should also brainstorm, if there is a thing or two, if undertaken, will really help the team. If anything is identified, that should be planned. -- The improvements can be within the Team primarily, but nothing should stop raising points outside the team which impacted team's work. Such things should be escalated to rightful stakeholders(most probably by the SM).
Rahul Shah
Impactful leaders follow G.R.E.A.T. orientationcoaching_and_leadershipCoach performs various roles during his/her assignment. At times, he will be trainer and at times he will wear hat of consultant, mentor, facilitator and coach (of course). These roles portraits him/her as leader, as Leader is not designation given but earned. In this talk I would like to present various leadership orientation for an Agile Leader. I will talk about five different attributes of leadership orientation G.R.E.A.T. viz Goal, Result, Excellence, Action and Task. This session will throw lights on different orientation required for a successful leader (read person) and balancing out them for maximum.Coach performs various roles during his/her assignment. At times, he will be trainer and at times he will wear hat of consultant, mentor, facilitator and coach (of course). These roles portraits him/her as leader, as Leader is not designation given but earned. In this talk I would like to present various leadership orientation for an Agile Leader. I will talk about five different attributes of leadership orientation G.R.E.A.T. viz Goal, Result, Excellence, Action and Task. This session will throw lights on different orientation required for a successful leader (read person) and balancing out them for maximum. Learning Outcome How to use and apply different leadership orientation on  Become impactful leader  Make an impact in professional and personal life  How to build successful team  Achieve project success Remember, Leader is not a designation given but earned! and balance out different styles for maximum. Outline/structure of the Session Warm up - introduction to topic, ask question G.R.E.A.T. orientation Balancing act between different orientation Wrap up/Q&A and call for action
Siddharth Prabhudas
Era of Disruption - Agile Implementation in GICsenterprise_agileA large number of global enterprises have Global In-house Centers (GICs) that handle a large part of designated functions for them. Though, it is not optimal to do agile development in a globally distributed team environment but benefits of the agile process outweigh the challenges faced compared to any other process. These organizations follow models that are typically hierarchical, filled with approvals, placing decision making with onshore leadership only. Here we explore how to manage the Agile disruption in GICs – both organizationally and culturally.Recent trends show that a large number of global enterprises are embracing ‘agile’ practices to become more responsive to business needs. Most organizations want to adopt enterprise agility for quicker time-to-market owing to frequent releases and shorter feedback cycles, thus realizing business value at the earliest. A large number of such global enterprises have Global In-house Centers (GICs) that handle a large part of designated functions for them. Though, it is not optimal to do agile development in a globally distributed team environment but benefits of the agile process outweigh the challenges faced compared to any other process. These organizations follow models that are typically hierarchical, filled with approvals, placing decision making with onshore leadership only. With agile adoption, these organizations need to move away from hierarchical, rigid structures, and align to a model that allows for Agile cross functional teams that are empowered, collaborative, flexible and lean. This leads to disruption. Here we explore how to manage the disruption in GICs – both organizationally and culturally. Key Focus areas for managing disruption: 1. Define the Vision: Leadership should provide a consistent, clear and accepted vision for people to work towards thereby reducing the likelihood of confusion and resistance. The vision should call out the scale and scope of work expected to be managed by GICs. It should highlight an increase in enterprise’s reliance on GICs while also fundamentally expecting it to continue to deliver cost productivity. 2. Transparency: Providing transparency and visibility from the top enables a successful agile adoption. Transparency not only brings a sense of comfort to the teams it also baselines the field for success. There is a need to focus on a holistic governance and change-management framework, to facilitate innovation and driving cost excellence. 3. Ownership: Teams should be allowed to own key enterprise priorities, including market-sensing and customer-facing core functions and should be held accountable for bringing measurable improvements to enterprise profitability. 4. Collaboration: Rapid adoption of collaboration tools and acquaintance of work culture in a distributed environment will make independent agile teams productive and fast track value creation. To help large organizations sustain the high growth business model in complex economic paradigm and react quickly to ever changing business environments, they need to support transition to enterprise agility. With successful transition to Agile these GICs will offer certain unique benefits and enable the parent organization to derive higher value. This transition will help the enterprises with:- • Creating a microcosm for the global organization and provide the “One Organization“ view • Creating and operationalize a sustained innovation agenda • Leveraging economies of scale and hence deliver more for the money spent
Prakash Aryal
How Not to Kill Agility in Agile Development!coaching_and_leadershipThis session is based on my own understanding and experience sharing by various Individuals on Team dynamics, Company Culture and Processes. So as to not kill agility in the name of Agile, following values are considered: 1) Long Term Product Vision OVER Focusing only on current iteration 2) Quality - Working Software OVER Productivity metrics like Velocity, Burndown charts 3) Team OVER Individuals 4) Being Agile OVER Following Agile Processes 5) Agile Owned by the Teams OVER Owned by the Management1) Long Term Product Vision OVER Focusing only on current iteration a) Team must be mainly focused towards the current iteration, but should always be concerned how the final product would be. And whether we are going in the right direction. Its mainly a PO’s area, but SM has a big responsibility here to keep track and discuss this with the team. b) These things can change the Architecture of the project. Emerging Product Design can be more robust and also flexible enough to modify in the future iterations. c) So do go through the “Release Planning” before starting the iteration. d) Focusing only on the current iteration, can result in failure. e) It gives the team a common vision about what needs to be achieved, and when. f) It helps prioritize the stories. g) It resolves conflicts, resolved dependencies amongst different teams. 2) Quality - Working Software OVER Productivity metrics like Velocity, Burndown charts a) All production code must be developed by Pair Programming b) If there is duplication of code, it takes more time to code for change as compared to non-duplicate code. Also its more error prone, so Refactor! c) Test Driven Development is assurance for quality software. One can ignore at one's own risk, especially for big projects. 3) Team OVER Individuals a) Rewards need should be in tandem with Agile’s emphasis on teamwork. b) Managers should evaluate how the individuals are doing – in a Team, as a Team. c) 360 degree Appraisal should be utilized. d) Management should encourage and help build the Culture of Frequent feedbacks. Team members requesting and providing feedbacks for continuous improvement. e) Teams should time their Lunch, Tea breaks such that it has minimum effect on Team members availability. 4) Being Agile OVER Following Agile Processes a) Just doing Agile Ceremonies like Grooming, Standups, Retro, Planning doesn’t make any team Agile. b) Teams should understand the reasons why the ceremonies are done and should be able to tweak the processes if necessary. c) Agile Guidelines are not meant to be followed like a religious book. They are guidelines and not the rules! Team Owned Agile OVER Management Owned Agile a) Inter-Team Dependency and Risk checking b) Self organized Teams rather than Independent Members Or Management Controlled members c) Teams feels that Agile is a Management process forced upon them. Not realizing the true benefit Agile offers. d) Teams must be focused on Iteration work – Managers or any other person should not disturb the team members asking them to do tasks that are not related to iteration. e) In fact nobody should be assigning task to the team members.
Rahul Shah
Break the cultural barriers (unlearn to learn)coaching_and_leadershipMany a times we take things for granted and do not look beyond what is visible. Many practices are being followed religiously and never questioned. In this session, attendees will be involved in games and some activities through which they will challenge the established boundaries/barriers. They will learn to look at the routine activities from different angle and make meaningful insights.Many a times we take things for granted and do not look beyond what is visible. Many practices are being followed religiously and never questioned. In this session, attendees will be involved in games and some activities through which they will challenge the established boundaries/barriers. They will learn to look at the routine activities from different angle and make meaningful insights.
Prakash Aryal
Feedback and Performance Appraisal in Agile Developmentagile_t20In many organizations, the Feedback and Appraisal System is based on old methodologies which contradict the Agile Culture that one aims to build. This session takes cue from the Agile Principles and discusses how and when the feedback should be taken and the basis of doing Appraisal.Go through 8 Agile(of 12) Principles and define the action: 1) Our highest priority is to satisfy the Customer through early and Continuous Delivery of Valuable Software. 2) Working Software is the primary measure of progress. Feedback on the Team members from Customer/PO in terms of: Continuous delivery Valuable Software (Valuable Functionality & High Quality) 3) Business people and Developers must work together daily throughout the project. Feedback on Individual Members from the Team members(also members from other Teams) in terms of: Level of Collaboration Mutual Respect, Trust Synergy, Performance 4) Build projects around Motivated Individuals. Give them the environment and support they need, and trust them to get the job done. 5) Agile processes promote sustainable development. The Sponsors, Developers, and Users should be able to maintain a constant pace indefinitely. Feedback by Management by providing transparent information about: Expected organizational rules Expected Quality metrics Expected Productivity metrics 6) Continuous attention to Technical Excellence and Good Design enhances agility. 7) The Best Architectures, Requirements, and Designs emerge from Self-Organizing teams. Feedback on the Team(Engineering Practices) from Team members: Test Driven Development Pair Programming Team owned source code Refactoring Simple Design 8) At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. This principle guides us the time when to provide and get feedback. At the end of every iteration?
Khaarthigha Subramanian
enterprise_agile
Khaarthigha Subramanian
Distributed Delivery - An Art or Science !enterprise_agileDistributed delivery has been a topic of discussion since last decade and yet there is no defined solution for it. With advent of many execution methods and complicated business needs, all IT consulting organizations always struggle to execute a successful offshore-onshore model. Our session is going to be very pragmatic in highlighting multi-dimensional challenges and how we solved them.Abstract: Distributed delivery came as a “win-win” formula for clients leveraging the benefits of local client facing consultants and the flexibility of cost effectiveness with an offshore model, yet with lots of complexity. With evolving IT & Consulting trends with various solutions like Agile, SaFe, Lean, the complexity was augmented. Despite this, the challenges are also growing. So in this session, we are going to share our experience in the nuances of solving these and how we overcame them for consulting large Enterprise programs right from the engagement proposal till delivery and handover. The agenda for our session would cover : ¥ When to position Distributed Delivery ¥ How to structure the delivery team, Engagement model ¥ How to be dynamic in planning milestones, structuring the team for coherence ¥ Persistent & collaborative Stakeholder involvement ¥ Communication & Interaction approach across the delivery & business teams ¥ Look at future! - Innovation /Hypothesis team -> to look at the potential opportunity for the business ¥ Handle inter-dependencies & decoupling competing constraints ¥ By doing all this, how to ensure the customer value proposition is key focal point Key take-away: “Not one size fits all..” No one model/structure will be a solution to all problems. Rather, we are going to share how to structure and solve the huddles by being more dynamic on the situation.
Harsha Vardhan
agile_t20
Kshitij Agrawal
enterprise_agile
Sanjay Kumar
Evolutionary Change using Kanban Methodcoaching_and_leadershipIn Aug 2016, Cachematrix signed up for an evolutionary change via Kanban Method. Over the next few quarterly releases, they evolved their process into a customized version of Scrumban with some amazing results - release-end chaos was completely gone, the product quality improved significantly (defects down from 750 to 120), dev-QA collaboration got much better, and productivity improved more than 100%.Cachematrix - a mid size product company - had been using a customized version of Scrum since 2006 with reasonable success. But, when business needs forced them to transition from 6 month release cycle to 3 month release cycle, their process began to collapse. The last month in their 3-month release cycle would be extremely stressful for the entire dev team. Finally, in Aug 2016, Cachematrix signed up for an evolutionary change via Kanban Method. Over the next few quarterly releases, they evolved their process into a customized version of Scrumban with some amazing results - release-end chaos was completely gone, the product quality improved significantly (defects down from 750 to 120), dev-QA collaboration got much better, and productivity improved more than 100%. Rough agenda: 1. The situation - 5 min 2. Change approach options - 10 min 3. Evolutionary change - Phase 1 - 10 min 4. Evolutionary change - Phase 2 - 10 min 5. Evolutionary change - Phase 3 - 5 min 6. Q&A - 5 min During the presentation, I will be sharing the metrics (CFD and Lead Time distribution) that depict the improvement from release to release.
Ajay Kumar Chandna
Individuals and interactions over processes & toolscoaching_and_leadershipThe first of the four values on the Agile Manifesto is “Individuals & interactions over processes and tools”. This over-arching value is of utmost importance because products are built by skilled, capable individuals, not by processes. Is it sufficient to have a team of skilled individuals or do you need something more? Interactions is the second piece of the puzzle, that can make or break Agile efforts despite having the right individuals. In this session, I will use models, real life examples & caselets to call out the preferred behaviors, and also to call out the anti-patterns to avoid.The first of the four values on the Agile Manifesto is “Individuals & interactions over processes and tools”. This over-arching value is of utmost importance because products are built by skilled, capable individuals, not by processes. Is it sufficient to have a team of skilled individuals or do you need something more? Interactions is the second piece of the puzzle, that can make or break Agile efforts despite having the right individuals. In this session, I will use models, real life examples & caselets to call out the preferred behaviors, and also to call out the anti-patterns to avoid. In the first part of the session, I will be covering why it is important to have the right team & what are the patterns for organizing a right team. I will also cover, what it means to provide leadership to the right team. In the second part of the session, I will focus on the interactions piece, where I will call out what are the essential behaviors for being truly collaborative. Drawing on Design Thinking principles, I will articulate how the team can effectively collaborate to conceive solutions that are far better than what any individual could create.
Gaurav Rastogi
ABCD of Agile Transformationenterprise_agileThisSessionistosharestoriesfrommyJourneyasaScrumMasterAgilecoachandalsoprovideanessenceofwhatihavelearntsofarwhileworkingwithlargeenterprisesTheSessionistoProvidetheTransformationpatforanyenterpriseasbelowAAnalyzeBBelieveCCommitDDeliverIllhavemyexperiencessharedonhowihavereachedtotheaboveessence.AlsoPleasefindattacheda1pageppttoexplaintheconceptofABCDIhaveattachedoneslide
Sathya Jayapaul
Agile & DevOps in Mainframe Systemsenterprise_agileThispresentationisontheCoreBankingPaymentsdivisionwithinRBS.ThisdivisionformstheheartofthebankingandPaymentstechnologyofRBS.Thedivisonhasaround25platformssupporting150applicationswithmostoftheirtechnologybasebeingIBMmainframes.RBShasembarkedonanaudaciousjourneytochangetheirwayofworkingthroughtheadoptionofAgileandDevOpsintheirlegacymainframeapplications.Todayanychangeinthemainframesystemwithinthebanktakesbetween4to9monthstoimplement.ThekeyreasonsforthelongcycletimesareHighlycomplexinterlinkedapplications.HighdependencyonSMEs.Multiplebusinessowners.Highcostofcreatingenvironmentsleadingtosharedenvironmentsfordevelopmentandtestingwhichinturnleadstolongertestingtimelines.WeasadepartmentembarkedonaaudacioustransformationjourneytoadoptAgileandDevOpswithanintenttoreducecycletimeandimproveoperationalefficiency.OneyearintothejourneythesearetheaspectsweareworkingonStructuredtheworkthatneedstobedonetoadoptAgileandDevOpsintoepicssegregatedintoPeopleProcessandEngineering.InvestedinDevOpstoolsgenericandmainframeslikezDTUrbanCodeDeployTopazWorkbenchQTPJIRAConfluenceZephyrandSonarQube.EmbarkedonacomprehensivecapabilityenablementplanusingamixofclassroomtrainingswebinarsvideoseLearningandbookrecommendations.WehavenotyetcompletedourTransformationjourneyandwillbespeakingaboutthejourneychallengesfacedprogressmadefailuresetc.withtheaudience.ThisisauniquetransformationaljourneyasthereareveryfewlargeenterpriseorganisationsintheFinancialServicesindustrythathaveimplementedAgileandDevOpsintheirmainframeslandscape.
Gaurav Rastogi
Exepedia - Agile Transformation Coaching Modelcoaching_and_leadershipExepediaItisaCoachingModelforAgiletransformationforLeadership.Itisbasedon3Steps1.Know2.Believe3.AchieveExpediaCoachingModelistoprovideSomeStepsonhowtoaligntheorganizationontooneGoalofChangeandalsohowtomakeatransformationJourneymorecollaborative.Pleasevisitwww.exepediacoachingmodel.comforthedetailsonthemodel
Himanshu Kapoor
Is Technical debt a termite ?software_craftsmanshipDevelopunderstandingofTaxonomyofTechnicalDebt.Asweallknowthatwewanttodeliverfasterbutnotatthecostofqualityofcode.Thatwouldimplyincrementalincreaseintechnicaldebtisdirectlyproportionaltodecreaseinproductivityandlowerbusinessusabilitytherebyitbecomesaviciouscircle.ForcontinuousimprovementweneedcontinuousinnovationDoyouthinkinnovationandtechnicaldebtcanmarrytogetherHowtoworkonaLEGACYPROJECTwithhightechnicaldebtandwhenaGREENFIELDprojectisstartinghowtogofromstart.WhilewedevelopunderstandingoftechnicaldebtwealsowanttolookathowtodealwithTechnicaldebtwithourpreventiveandcurativestrategies.Throughthiscasestudywewilllookathowteamperformancewasimprovedexponentiallyonceteamrealizedtheimportanceofremovingtechnicaldebt.Howeverthejourneyisnoteasysincethereisnodirectbusinessvalueofimprovingthesystemandnotitsbehavior.Wewouldputfocusonwhatarevariouswaystheteamnavigatesandcreatedthebalancebetweentherefactoringandbusinessfunctionality.Thisisajourneyandnotaphasewhereteamlivedthroughtheprinciplesofwritingrightdesignandcode.Followingwillbehighleveltopics1.WhatandWhyofTechnicalDebt2.Principlesofgoodsoftwaredevelopmentpractices3.ImpactsofTechnicalDebt4.ApproachesandCaseStudyofaprojectteamLegacyGreenFieldProjects5.BenefitsofaddressingTechDebt
Himanshu Kapoor
Effective Software Development Without Sufferingsoftware_craftsmanshipWeallwanttobebetteratwhatwedobeathomeoratwork.WhatifweareworkinginaagilesoftwaredevelopmentteamCanwekeepworkingthewayweusedtoworkthewaterfalldaysWehavegrowninMonolithicarchitectureworldthatmeanswebelievedinupfrontdesignphasetodevelopunderstandingendtoend.Howeverthisapproachkillsspeedtomarketandquality.WeallhaveheardoftermEmergentDesignInthissessionwelllearnaboutsufferingfrommonolithicwayofdoingthingsandthenhowtheycanbeimprovedInthissessionwewilllookathowtomakeanagileteamsuccessfulnotonlyfromprocessbutalsofromwhatactuallytheydo.Emergentdesignisanartmorethanasimplepracticeandwevetolivebyitsphilosophybeforewestartpracticing.Softwaredevelopmentsuffersifwearenotagilewiththedesign.Nowweallfocusonmakingourprocessesdevelopmenttestingdeploymentbusinessagile.HowaboutlayingthefoundationofagilitywhereitmattersthemostwhichisDesign.ThetopicswhichwewillcoveredwouldgoldencircleofemergentdesignwherewelookatWhyEmergentDesignHowofemergentdesignandthenwhatofemergentdesignWaitwealsowilltalkofitsidentitythatmeanswhoshouldberesponsibleforemergentdesignandwhenitisneededWeshallalsolookatthepurposeofemergentdesignthroughitsvaluesandprinciples.WewillalsolookatsomeofsuccessfulcasestudieswhereemergentdesignhaschangedtheagileSDLCparadigm.
Himanshu Kapoor
Building System Thinking in Teams : A catalyst for Business Successcoaching_and_leadershipLeanprincipleworksonassumptionofoptimizeasawholeandpeopleempowerment.Systemthinkingissynonymtolookingtheoverallpictureandnotjusttacticalwayofsolvingaproblem.BeingagilecanonlybepossiblewithSystemThinkingthisisapplicableforalltherolesorjobtitles.ThroughthissessionpeoplewillgainunderstandingofSystemThinkingbyplayingascenariobasedgamewhereteamswillbeformedandproblemwillbegiventoanalyzethetacticalvsstrategicsolution.Peoplewillgettipsandtricksonlookingbeyondandopentheirmindlookacross.Thissessionwillfirstcoverthefundamentalsofsystemthinkingandhowleanandsystemthinkinggohandinhand.Thensomeofthetoolsandtipsonsolvingaproblemthroughahandsonworkshopwhereteamswillbeformedandproblemswillbegivenandeachteamhastocomewithasolution.Thensessionwillcoverbenefitsofsystemthinkingprinciplesbehindsystemthinking.Followingwillbehighleveltopics1.Perceptionandwaysofseeing2.Learningtoseethewholeaswellastheparts3.WhatisaSystem4.WhatDoesSystemsThinkingInvolve5.WhyUseSystemsThinking6.SystemsThinkingprinciples7.HowDoWeUseSystemsThinkingTools8.WhenShouldWeUseSystemsThinking9.WhereShouldWeStart10.Asmallworkshop11.WhyisthisimportanttoLeadershipforChange12.Whatproducesperformanceresults13.Whoneedssystemthinking14.Benefitsofsystemthinking
Monika Marwah
Offer to Onboard Agile Modelcoaching_and_leadershipOffertoHireisanagileprocesswhichrequirefocusfromanorganizationperspectiveinordertobuildstrongconnectwiththenewjoinee.Ifwewishtohaveastrongbrandcreatedwhichwillremainconnectedwiththeemployeeforeveremotionallythanitsthetimeyouneedtoconnect.HereKanbanBoardreallyhelpsusdefinecreateandstronglymanagethetrackingprocessfordifferenthiringneeds.Asandwhenno.ofhiringgetsincreasedtomultifoldherewecanmakeuseofKanbanboardthroughagileplatformforeasytrackingfollowupwithoutfailingmissinganytimelines.TryOffertoHireAgilekanbanboardCreationofanOffertoOnboardProgramlocallywhichwaspertainingtoconnectingwiththecandidatesonaregularbasisfromthedayofoffertillhesheishiredwithusaspartofbuildingstrongEmployerBranding.WhileworkingoncreatingniceinformatorycollateralsaboutWelcometoorganizationcardHiringManagerConnectSchedulinganInformalmeetingduringthistenuretobuildstrongrapport.ThisisaproperformalOffertoonboardprogramwhichwillhelpusmodifythedurationofconnectsdependingonthenoticeperiodofthecandidates.WewouldneedhelpfromourcorporatemarketingteamtobuildformalEmailcardsBusinessupdateswhichcanbesharedwiththecandidatesalongwithfewvideos.Thatisalldoableinasystematicmanner.Thisconceptcameintoexistencewhileorganizationsarefacingchallengeoflastminuteofferdeclinebythecandidates.SinceITsoftwareindustryistoofragilenowandneedsalotoffocusfromarecruitmentperspective.Itbecamecriticalwhenthisagendastartedimpactingbusinessoftheorganization.Withagilewayofmanagingtheprojectseachhiringmanagerstruggleswiththeheadcountprojectionsharedbythem.Whentheyprovideprojectplanningtheyincludeheadcountandwhichincludesexistingemployeesaswellasreplacementsorplannednewheadcounts.Eachroleisplannedtodelivertaskalignedtothem.Atthelastminutewhencandidatedeclinesofferentiresprintgetsimpacted.Certainlyweconsiderexistingemployeesinthesprintcalculation.VisibilityFlexibilityScrumSimilarlyforrecruitmentRoleClarityBusinessprojectionsBrandingPerfectHiringDuringtheprocesswhenwesayDONEPotentiallyShippableTillthetimecandidatedoesnotcomeonboardentirerecruitmentprocessisnotcompleted.Itisonlycompletedasandwhentheycomeandjoinusandstartmanagingtheroletheyareassignedto.ItbecomesreallycriticalforallorganizationstobuildstrongOffertoOnboardprocess.ThisstartsfromtheInterviewprocesstillofferisprocessedandfinallycandidatesjoinsanorganization.KanbanboardisreallyhelpingourorganizationbuildthatgapTaleohelpsusinrecruitingandcurrentlynogoodsoftwarewhichreallyhelpsuskeepatrackontheentirelifecycleofthecandidatetilltheyjoinus.Kanbanboardhasaflexibilityofcreatingasperindividualrequirementwhichwillhaveanautomaticalertoptiontobesharedwiththehiringmanagerwiththecandidateexternallyaswell.ThiswasHRteamisreallygettingbenefittedbynotmissingonanycandidateontheconnectperspectiveandalsohelpsustrackthetasksmanagedbyteammembers.Kanbanhelpsuswithsmoothreportingstructurewhichcanbepresentedindifferentways.ThiswayitwillhelporganizationcreateagoodcombinationAgilityAnalyticsStrongBrandingSmoothhiringprocess.Thisreallyhelpsusbringingouroffertohirerejectionratiodownandalsobringingusmorereferencesfromthecandidatesyettojoin.
Namrata Datta
Accelerated Product Life Cycle - How Ideas can lead to growth!agile_t20Anenterprisealwaysfeelproductlifecycleneedsadifferentlevelofagility.Itisalwaysmorethanenenterpriseframework.AnapproachtotransformtheproductfocusingenterprisetohaveanewaccelerateddigitalProductLifeCyclethathowadesignthinkingideationapproachcanhelptocreateaproductthatwillbecustomercentric.HowITserviceswillenabletheproductcompanytoaccelerateinthisdigitalera.HowwemaintainKnowledgeRepositoryfortheproductsCollaborationIdeationToolswithDevOpsFrameworktoenhancethequicktimetomarketfocus.
Meghana Parwate
Scaling Agile for Regulatory Programs: A experience to rememberenterprise_agileThissessionsharestheexperiencesgatheredincourseofdeliveringalargeprogramforhealthcaredomain.Itwalkstheattendeesthroughtheinitiationprogramincrementsincrementplanningverificationandvalidationandmarketlaunchaspectsofdeliveryinamultilocationteam.ScalingAgilevariousrolesandresponsibilitiesbootcampforprogramincrement1ProgramincrementplanninghowtoprepareandhowtoeffectivelyrunitmultisiteProgramincrementoperationsverificationandvalidationrequirementsofregulatedprojectsThemarketlaunchhowRDgetsreadyMultilocationretrospectives
Meghana Parwate
Digital Agility: Using Tools effectively to enhance your Agile Transformationsoftware_craftsmanshipThissessionfocusesonthedosanddontstipsandtrickstoeffectivelyuseTFSJIRAandRallytooptimizeAgileTransformationincrossculturalandcrossgeographicalteams.AgendaThissessionfocusesonbootingtheeffectivenessofthefollowingwithexamplesbestpracticesfromTFSJIRAandRallyPlanningfromepicstocommitmentsDefinitionofReadyDefinitionofDoneAcceptanceCriteriaCollaborationwithinteamsspeciallydistributedonesEffectivedashboardingwhatshouldtheteamlookatandwhenTheScrumsScrumofScrumsSprintgoalsclosure
Deepti Jain
Agile Contracts: A love Storyenterprise_agileThissessioncanbeaminimumof45minuteswhichwillbeutilizedasfollowa.First15minsSettingContextexplainingContractsAgileNonAgileandtheirimpactonentireServiceCustomerecosystem.b.Next15MinutesProductforwhichcontractisneededtobecreateddiscoveryandmilestonessetting.c.Last15MinutesAudiencecreatingtheirownSOTObasedContracts.ThisismoreofahandonworkshopwhereAudiencewilllearntocreateSOTObasedContracts.ThisworkshopthatwillstartwithreflectingonexistingcontractingsystemstheirevileffectsonAgilecultureandhowtheyevolvedfromfixedtoAgile.AudiencewillonaactionpackridestartingfromwherewestartedonourAgilejourneywhatAgilephilosophysaysaboutworkingwithcustomerandhowwefailtoachieveitifwegobytraditionalcontractstocreationofourownAgileContractswhichwillbebasedonveryfamousStatementofTargetoutcomeSOTOapproach.
Sharmila Patwardhan
Innovation Never Startes with an Ideaenterprise_agileItseasiertodiscusschallengestogettheideasfromconcepttocash.Buttherefinerhumanbehavioralelementswhenwetalkaboutinnovationandthissessiontriestoaddressfundamentalsofhowinnovationsstarts.ThissessionismainlyaboutthemyththatInnovationstartswithanideaThissessionisamythbreakingsessionaboutinnovation.1.CreativityandInnovation5mins2.Researchabouthowinnovationstarts10mins3.HowwecancreateinnovativeenvironmentinAgilecontext810mins4.Myownexampleswhenweinnovatedasateam5mins5.Roadmaptoinnovation5mins6.Exampleexercisestothinkdifferently4mins7.MarriageanddivorceofAgilityandInnovation
Raghavendra Meharwade
Agile & AI: From Theory to Implementationsoftware_craftsmanshipInthisproposedworkshopwewillhelpparticipantstofamiliarizewithindustrystandardAImaturitylevelsandpopularMachineLearningmethodsandhowtoapplythemtoAgiledeliveryprocesseswithrealworldsolutions.SolutionsincludeautomatingroutinetasksthroughtoprovidingconcretedatadriveninsightstoimproveteamperformanceortoidentifyareaswhichcallsforAgilecoachsattention.AccordingtoGartneritisestimatedthatbyyear2030upto80ofroutineworkwhichrepresentsthebulkofhumanhoursexpendedacrosstodaysPPMdisciplinescouldbeeliminatedasaresultofcollaborationbetweenhumansandsmartmachines.Similarlybyyear2030Agilewouldhavebecomestandarddeliverymethodadoptedbyorganizationsacrosstheglobe.ItmeansthereisveryhighprobabilityofactivitiesthatScrumMasterProductOwnerandtheteamwhicharedoingtodaywillbeautomatedorwillbedonemanagedbysmartmachines.AIwillplaysignificantroletoautomatemostoftheactivitiesinvolvedintheareasofAgilerequirementbacklogmanagementprojectmanagementscrummanagementcontinuousdeliveryareas.BotsandAIwillbeextensivelyusedtoachievethisandthusenablingteamtofocusonotherhighvalueinnovationactivities.InthisproposedworkshopwewillhelpparticipantstofamiliarizewithindustrystandardAImaturitylevelsandpopularMachineLearningmethodsandhowtoapplythemtoAgiledeliveryprocesseswithrealworldsolutions.SolutionsincludeautomatingroutinetasksthroughtoprovidingconcretedatadriveninsightstoimproveteamperformanceortoidentifyareaswhichcallsforAgilecoachsattention.TheworkshopwilladoptcasestudybasedroleplayapproachwhichwillguideparticipantstoapplytheirnewlyacquiredAIknowledgetoidentifypotentialareasfordeploymentofAutomationandAI.
Ashutosh Bhatawadekar
Coaching Dilemmas & Paradoxes we Live Incoaching_and_leadershipOneofthedilemmasfacedbyAgilecoachesishowtotransformAgileleaderswhotraditionallyhavebeenfollowingaCommandControlstyletoaServantLeadershipstyle.Thisisanoneroustaskandthereisalotofexcessbaggagewhichhasbeenaccumulatedovertheyearswhichneedstobeshedbytheseleaders.Manytimescoachesarefrustratedbyunsuccessfulattemptstobringaboutthischangeandtheytendtoapplyauthoritariancoachingpractices.ShouldntacoachpracticewhatisbeingpreachedorisitthatradicalchangescomealwayswithacommandandforceSessionFormatPresentationbythespeaker30minutesShowcase2videosapprox34minuteseachQA5MinutesThisisaCoachingtheCoachsessionwherethepresenterwillhighlighttheclassicdilemmasfacedduringcoaching.ThesessionwillpickupreallifeexamplesfromthesportsindustrytoaddressthevariouscoachingstyleswhichcanbereplicatedandadaptedinAgileteams.ItwillexploresomebestpracticesfollowedbyrenownedsportscoachestobringtheirteamstoaHighPerformanceStatealongwiththeirsuccessandfailurestories.ThissessionwilltrytoaddresssomeCoachesdilemmaandseekanswerstoShouldthecoachfollowaCommandControlstyletoensureteamdrivestowardsAgilityorshouldheshePracticewhatisBeingPreachedandonlyfollowServantLeadershipstyleShouldtheCoachbeSoftorSoftSpokenHowtoimbibeacultureofLearningfromMistakesandCelebratingSuccessPresentationwillbeinterfacedwithlotofprobingquestionstotheparticipantsanecdotesreallifechallengesandchallengesfacedbythepresenterduringhiscoachingengagementswithvariousorganizations.TheconceptofCoachingclinicwillalsobedealtinthesessionhighlightingthepurposeofsuchaclinicitsbenefitsadvantagesKeyConceptstoBeCoveredCommandControlvs.ServantLeadershipSuccessfulCoachingPracticesWhatshouldacoachknowbeforeapplyingcoachingpracticesAnalogywithSportsCoachingStylesCoachesClinicBenefitsAdvantages