8:30 - 9:00
9:00 - 9:15
Welcome and setting the scene
Arie van Bennekum, Chair, Agile Consortium
9:15 - 10:15
Keynote - Mark Lines: Disciplined Agile Delivery (DAD): The Foundation for Scaling Agile
Organizations are applying agile strategies with large teams, geographically distributed teams, in outsourcing situations, in complex domains, in technically complex situations, and in regulatory situations. Sometimes they’re successful and sometimes they’re not. The Disciplined Agile Delivery (DAD) decision process framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value delivery lifecycle, is goal-driven, is enterprise aware, and is scalable. The DAD framework is a hybrid which adopts proven strategies from Scrum, XP, Agile Modeling, Outside-In Development, Lean/Kanban, DevOps, and others in a disciplined manner. In this presentation you’ll discover how DAD provides a solid foundation from which to scale agile, learn how agile teams work at scale, and identify several common scaling anti-patterns which should be avoided. Mark will introduce some of the new process guidance for scaling that has recently been added to the DAD process decision framework.
During this presentation you will learn:
• What the Disciplined Agile Delivery (DAD) framework is.
• What it means to scale your agile strategy.
• “New” practices for scaling agile.
• Strategies for successfully scaling agile.
10:15 - 10:45
10:45 - 11:45
Keynote - Dean Leffingwell: SAFe
“It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.” -- E. Deming
Scrum, XP, and Kanban are providing step changes in productivity and quality for software teams. However, these methods do not have the constructs necessary to scale to challenges of building enterprise-class systems. The industry needs a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization—and enables realization of enterprise-class product or service initiatives.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly–accessible knowledge base of proven Lean and Agile practices for enterprise-class software development.
Since ultimately the responsibility for success of any initiative lies with leadership, in this talk he will focus on the Principles of Lean /Agile Leadership, which provides a roadmap for managers and executives who are committed to gaining the knowledge and skills necessary to lead this next generation of Lean /|Agile software enterprises.
11:55 - 12:25
Breakout Session One - Knowledge Room - Big Room Planning - the magic behind linking Execution to Strategy
How do you link the dots between strategy and execution? You introduce Big Room Planning (BRP) - Organize people around a program where they can build and commit to program plans as a whole and align company strategy & executive vision to program and team execution. I will show you what BRP consists of and how you guide your organization towards a successful agile way of working all the way up to the boardroom – where next generation Strategic Planning comes into place.
11:55 - 12:25
Breakout Session One - Practice Room - Agile as a lever to change an organisation’s DNA
Financial institutions, like many other disrupted industries, are forced to rethink their way of working. Agile can be a lever to help organizations in changing their DNA.
12:25 - 13:25
13:25 - 13:35
Energising game by Wemanity
13:35 - 14:35
Keynote - Andreas Schliep: A Treatise on - "If you don't understand how it works, you can't scale it." - Dave Snowden, "Adopt the principles, adapt the practices!" - Gojko Adzic
We have experienced a similar wave with the introduction of agile methods as with the often futile introduction - and the attempt of sustainable adoption - of Lean a couple of decades ago. Then and now people have steered into the same pitfalls:
• The management does not understand the fundamental meaning of this change.
• The practices are copied and the principles and values ignored.
• There is no reflection about the process and practices.
• The people are not included from the beginning.
• The introduction fails or does not lead to the desired results. This does not have to be like that. There is a different way - the hard way. Scaling works, if the basic rules - principles behind Agile and Lean - are followed.
ScALeD - Scaled Agile and Lean Development - is not another method or framework. It provides a set of principles to test methodologies or frameworks against. So that any decision for or against a new practices can be validated against its conformance to the core principles. This might sound dogmatic - yet the journey to agility begins just like that, strict and disciplined.
Projected learning outcomes / lessons learned
• Know the fundamental principles for agile organisations
• Avoid pitfalls by adapting so called "best practices" and blueprints
• Be encouraged to start a different and difficult path towards agility.
Process / mechanics
• The danger of blueprints
• Lessons learned from Lean
• ScALeD principle areas and principles
• SAFe, DAD and others through the lens of ScALeD
• Your own path to Agility
14:45 - 15:15
Breakout Session Two - Knowledge Room - Scaling Scrum
Over the past years ‚scaling' became the most hyped, and probably the most diversely interpreted, word in the context of agile. Beyond the fad and the confusion there is a real need that people, teams and organisations struggle with.
Scrum is to date the most applied framework for agile software development. It is worldwide used in many organisations, for many products and in many sizes. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many.
We run into many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirements to properly scale Scrum. It is often more worthwhile to maximise Scrum first before scaling Scrum. It is worthwhile investing in professional Scrum over mechanical Scrum.
Thriving on the Scrum stance, people employing empiricism to optimise the value of their work, the scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets.
Scrum can be used to grow Scrum. In the end it might roll up to management and other parts of the organisation. It might result in a new management culture, empirical management, essential for an agile transformation. That, however, is beyond this break-out session. This break-out session will be very first things first. It will be about scaling professional Scrum, in order to scale the benefits of Scrum, not the organisational dysfunctions that remain unaddressed by amateur Scrum.
14:45 - 15:15
Breakout Session Two - Practice Room - Live from the trenches. Building enterprise agile from the ground up
Even in 2015 still not everybody is engaged in agile, Scrum or Kanban. Many organizations are still on their way from traditional teams and techniques towards more flexibility and shorter time-to-market. During this vivid talk Sander Hoogendoorn, independent agile mentor, software architect and developer, will share his years of experiences in implementing agile principles and techniques in organizations, from the ground up, one step at the time. Sander does not shy away from criticizing agile and will go through a series of anti-patterns, pitfalls and roadblocks enterprises can encounter when moving towards agile, Scrum and Kanban, and how to get around them, illustrated with many real-life and examples.
15:25 - 16:25
Keynote - Christoph Mathis: Scaling Dimensions
With the increased adoption of Lean and Agile methods in large enterprises, it becomes visible that scaling has more implications than just adding more people to a development effort.
Scaling Agile implies
- Rethinking effective and creative development in the large and covering the whole value stream
- strict adoption of agile techniques to establish an effective flow of value
- restructuring the organzation to remove handovers and other waste and to work seamlessly together
- changing the culture to achieve a learning organization
The talk demonstrates the cohesion of the different aspects of a successful Lean and Agile transformation with a special emphasis on the development of a learning culture.
16:25 - 16:45
16:45 - 17:30
Close of Congress