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Monday, August 5

15:45 EDT

Sizing the future: How to predict the size of your products collaboratively with data (Adam Yuret)
Limited Capacity filling up

"How to we associate T-shirt sizes of epics to get a date?"
"How many of these features can we get done in H2?"
These are common questions that cause lots of pain in product development. Commonly people turn to labor intensive approaches such as planning poker of massive epics which are no more reliable than a guess.
What if we could answer those questions reliably without having to estimate every story or even break them all down from the epics.
Come learn how to use reference class estimation to work out the overall size of large scale efforts before you do a single story breakdown.

Learning Outcomes:
  • Audience members will learn how to use historical data to accurately size large-scale product development efforts.
  • How to effectively communicate the impact on these sizes to the probability of delivery within the needed timeframe.
  • How to communicate these things effectively and visually to teams and stakeholders.


avatar for Adam Yuret

Adam Yuret

Founder/Consultant, Context Driven Agility
Adam Yuret is an experienced systems thinker who has consulted small non-profits and fortune 100 clients on adopting context-driven systems to solving difficult problems. Adam started Context Driven Agility in 2010 to share his passion for humanistic flow-based systems full time... Read More →

Monday August 5, 2019 15:45 - 17:00 EDT
Maryland Ballroom C
Tuesday, August 6

09:00 EDT

Project or Product? Oh, my, it's both! (Bringing a product mindset to project-based teams) (Susan Almon)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

Popular opinion is that teams should be product-based ("Products not Projects"). This idea makes sense if you build products but not if your business model is project-based work for clients. What if your projects create products for clients? The product and project models need to work together.
I'll review project and product models to identify the key elements of each, and show how they can be combined to best meet the needs of clients and teams in a mixed project/ product world. I'll show how to use the research done by the #noprojects folks to improve projects and figure out how to apply a product mindset to get the best of both models. I call it #whenprojects.
Join me as I share my experience of discovery, realization and leading change.

Learning Outcomes:
  • Product management concepts for project teams
  • How to introduce new ideas to a team
  • How making small changes can make a big difference
  • How to turn negative ideas into positive actionable steps (from #noprojects to #whenprojects)
  • How to identify and combine parts of two seemingly conflicting models (project and product)


avatar for Susan Almon

Susan Almon

Senior Consultant, Deloitte
I've been a consultant for most of my career, helping clients identify and solve problems, in many roles across industries. Currently, I lead Agile teams to deliver solutions for clients. With a passion for gathering, sharing and implementing innovative ideas, I have an extensive... Read More →

Tuesday August 6, 2019 09:00 - 10:15 EDT
Chesapeake A/B/C

10:45 EDT

Agile under pressure: shipping a disruptive medical device in less than two years (Robert Stohr, Jana De Cock)

Barco Demetra aims to support dermatologists in detecting skin cancer sooner. It is a transformative medical device that helps them to work smarter and faster. At least, it is now. Two years ago, Demetra was still in the conceptual phase. During this fast-paced product development track, including both hardware and software development, we gathered our own learnings on the good, the bad and the ugly."
At the start of the project, there were many unknowns. Along the way, we tackled those unknowns whilst handling what seemed like conflicting priorities. Only via many interactions with dermatologists and deep insights into their workflow, we managed to design an optimal solution. The result is a tailored software app for the hardware device, that collaborates with a web frontend, orchestrating all data in the cloud."
New constraints posed new challenges but also created great opportunities: only through ruthless and decisive product discovery, hard prioritisation, early customer feedback and established development practices did we manage to timely deliver a solution that can potentially save lives. Our constant state of uncomfortable excitement confirmed we were on the right track.
We will tell this story from our product management point of view and demonstrate how we achieved the right circumstances for building customer confidence, the roadmap and the product.

Learning Outcomes:
  • “What’s the verdict, doctor?” Integrating user research and testing in agile product development
  • Creating the right circumstances for continuous product feedback, handling continuous scope changes and conflicting priorities
  • Forming and adapting the release map and product backlog accordingly
  • Different development teams, sites, time zones… Managing all cogs in the wheel.
  • Building stakeholder, delivery and early-adopter confidence: get to a state of uncomfortable excitement
  • Developing an end to end solution for medical devices


avatar for Robert Stohr

Robert Stohr

Tribe Lead, ITP Agency NV
I've always been passionate about IT and process. Working on challenging projects and finding ways to further improve team performance and delivery quality that lead to better products and happy users are what keep me motivated every day.Complex puzzles are a second area of interest... Read More →

Jana De Cock

Product Manager, Barco NV

Tuesday August 6, 2019 10:45 - 12:00 EDT
Chesapeake A/B/C

14:00 EDT

What “Good” Looks Like: The 4-Quadrants of Product Ownership (Bob Galen)
Limited Capacity filling up

The product owner role was introduced in Scrum in 1993. So, the role has been around for ~25 years. Yet, still we struggle with the nature of it. Is it simple or complex? Is it inward or outwardly facing? It is about backlogs and stories or something more? And is ‘ownership’ the whole point?
In this talk, Bob Galen will be sharing his 4-Quadrants model for what effective (good) product ownership looks like in the real-world. It will start with balance, because the role is so broad and deep in its nuance. The essence of the 4-quadrants says that there are product, project, analyst, and leadership parts to the role. We’ll explore each in turn and talk about cross-connecting each area. We’ll also explore the partnerships that are key to success.
And finally, we’ll even explore product ownership at-scale, which is its own can of worms. So, we’ll help with that too. You’ll leave this session certainly understanding what Product Owner Excellence looks like and how crucial it is for team success.

Learning Outcomes:
  • Introduce the 4-Quadrants of Agile Product Ownership as a framework for skills, responsibilities, and expectation management.
  • Deep dive into each of the quadrants and explore that aspect of the role; wrapping up with quadrant interactions.
  • Finally, explore Product Ownership at-Scale and the challenges associated with it.


avatar for Bob Galen

Bob Galen

Principal Agile Coach, Zenergy Technologies
Bob Galen is an Agile Practitioner, Trainer & Coach based in Cary, NC. In this role he helps guide companies and teams in their pragmatic adoption and organizational shift towards agile methods of working. Bob has been doing that since the late 1990s, so he’s deeply experienced... Read More →

Tuesday August 6, 2019 14:00 - 15:15 EDT
Maryland Ballroom D
Wednesday, August 7

15:45 EDT

Introducing the Product Roadmap Wall: Build alignment & buy-in for your products (Chris Shinkle)
Limited Capacity filling up

Most organizations still rely on some form of a roadmap. The traditional roadmap, however, fails to meet the needs of modern product delivery teams. A good roadmap should allow for agile practices such as daily standups and planning. They should create high visibility and transparency, operate with low overhead, and provide the right information to the right people at the right time.
In this talk, Chris will share how he’s implemented a Roadmap Wall. He’ll show how to incorporate the roadmap components into a highly visible and actionable format. The roadmap wall has multiple benefits and will:
  • give leadership and executives visibility into how their decisions influence features, story backlogs, and priorities
  • leverage delivery teams to understand technical feasibility tradeoffs
  • provide options for satisfying competing customer needs
  • demonstrate a clear picture of how business objectives link to customer needs
To realize these benefits, Chris will leverage a variety of familiar tools. He will show you how to use a kanban system to manage business objectives and OKRs, utilize priority queues, and incorporate WIP limits. You’ll learn how using an opportunity canvas and opportunity solution tree clarifies the customer’s need. He’ll show you new ways to use story maps when detailing features, improving communication and planning.
In the end, you’ll walk away with a new method for visualizing your product roadmap, giving your team better decision-making abilities.

Learning Outcomes:
  • Learn how to build a simple kanban system for managing business objectives and OKRs
  • Use an Opportunity Canvas to build alignment and identify risks
  • Create an Opportunity Solution Tree and learn how to map objectives to customer needs to product features
  • Utilize an Opportunity Solution Tree for creating product options and making tradeoffs
  • Use feature level Story Maps to meet schedule and budget concerns as well as improve collaboration between delivery teams and the business


avatar for Chris Shinkle

Chris Shinkle

Director of Innovation, SEP
Chris is a practitioner and maker. He is a thought leader and continually initiates new ideas and continuous improvement at SEP. His experience comes from building products with many large clients in a variety of industries: aerospace, medical, healthcare, finance, etc. He introduced... Read More →

Wednesday August 7, 2019 15:45 - 17:00 EDT
Maryland Ballroom A
Thursday, August 8

09:00 EDT

Just Say No! Why Saying No is So Difficult for a Product Owner and How to Make it Easier (Tina McCoy)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

It is extremely difficult to say no - we all know this! However, an essential part of a Product Owner’s role is being able to determine what features will provide the most value to the customer and prioritize those features over others. Being able to say no when necessary is key for Product Owners to successfully build a product that will provide the most value to their customers. Still, many Product Owners find it extremely difficult to say no.
In this session we will talk about why it is so difficult for people, especially Product Owners, to say no. We will discuss the importance and power of the Product Owner’s ability to say no when necessary. We will then learn and apply a variety of techniques that anyone can use to help make saying no easier.

Learning Outcomes:
  • Discuss why it is psychologically difficult for people to say no
  • Discuss reasons why a Product Owner may find it difficult to say no and the importance of being able to say no
  • Learn techniques that anyone can use to help make saying no easier


avatar for Tina McCoy

Tina McCoy

Senior Project Manager, BoomTown!

Thursday August 8, 2019 09:00 - 10:15 EDT
Chesapeake 1/2/3