Call For Papers


AgileNCR 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

Aug 31, 2017

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

Sep 1, 2017

Session Abstract Review Begins

Sep 25, 2017

Result Notifications Sent

Sep 30, 2017

Deadline for Selected Speakers to Confirm

Oct 15, 2017

Submission of Final Presentation

Oct 20, 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...
Anand Murthy Raj
Coaching the system on "Systems thinking"software_craftsmanshipToday’s world is different from yesterday. Software and systems development have become increasingly challenging. The mantra used by many organizations is Divide and Conquer. Many scientists and researchers have realized this “BIG” mistake and have found solutions dealing with the whole with a ‘w’ . The results are astonishing. Many great thinkers started proposing the concept of systems thinking and have shown to the world the importance of this thinking and approach. My attempt is to share a few concepts behind systems thinking and help Leaders realize the mistakes they have done.The presentation talks about the following topics Definition and Characteristics of a system The fundamental problem – Non systemic thinking Hierarch of content of mind The Leaders Dilema Teaching skills for leaders Leaders Focus in the complex world Case study to prove Teaching is great but being taught hinders learning Leaders – Nurturing Learning Leaders – Understand the problems as a system Today’s Solutions create new problems – Case study from the Medical world The art of problem solving The art of problem di-solving Learning from Peter Senge, Dr Russell Ackoff and Edward Deming is consolidated with a case study from the medical field.
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.
Martinahah
Bin auf der Suche nach...enterprise_agileHey Leute, ich suche nen hubschen Im Internet Shop mit schonen und exklusiven Klamotten. Kein Oma Shop sondern fur ne junge Frau...ich meine jetzt nicht sowas wie H&M stattdessen etwas, dass eventuell nicht soviele kennen. Wer hat nen Tipp? Danke im Vorraus fur eure Antworten.Hey Leute, ich suche nen hubschen Im Internet Shop mit schonen und exklusiven Klamotten. Kein Oma Shop sondern fur ne junge Frau...ich meine jetzt nicht sowas wie H&M stattdessen etwas, dass eventuell nicht soviele kennen. Wer hat nen Tipp? Danke im Vorraus fur eure Antworten.
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