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The Future of Agile Software Development (IEEE Software) [clear filter]
Monday, August 5

10:45 EDT

Beyond Agile: Thriving on Digitalization with Beyond Budgeting, Open Space & Sociocracy (Jutta Eckstein, John Buck)

Digitalization calls for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Thus, companies are expected to be flexible and both rapidly responsive and resilient to change, which basically asks them to be agile. Yet, doing agile (the mechanics) is different from being agile (the mindset). The mindset lets you apply flexible agile patterns not only for software development teams but for the whole company.
In this workshop, we will examine what being agile really means and how it can be implemented by combining principles from different "streams" like Beyond Budgeting, Open Space, Sociocracy, Agile (BOSSA nova).
Together, these concepts enable a company not only to survive but also to thrive on (digital) disruptions through entrepreneur initiatives. In this session, we will use case studies of companies that are pioneering the combination of these concepts.

Learning Outcomes:
  • Understand the organizational values that support the digital transformation
  • Learn how Beyond Budgeting, Open Space, Sociocracy & Agile combines supporting digitalization
  • Know how you can accelerate your digital transformation company-wide


avatar for Jutta Eckstein

Jutta Eckstein

Independent Coach, consultant, trainer and speaker, IT Communications
Jutta Eckstein (http://jeckstein.com) is an independent coach, consultant and trainer from Braunschweig, Germany. Her know-how in agile processes is based on over twenty-five years’ experience in project and product development. Her focus is on enabling agile development on the... Read More →
avatar for John Buck

John Buck

President, GovernanceAlive LLC
John Buck is the coauthor of the very recently published book Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy, see http://www.agilebossanova.com/ and #agilebossanova. The second edition of his earlier book was also recently released We the People: Consenting to... Read More →

Monday August 5, 2019 10:45 - 12:00 EDT
Chesapeake D/E/F
Tuesday, August 6

14:00 EDT

Technological Revolutions and what they mean for the Next Decade of Software Delivery (Mik Kersten)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

For the past decade, technology platforms, development paradigms, and the vendor landscape have been shifting at a rate that very few organizations have been able to match. Over the past two centuries, a pattern has emerged. Every 50 years or so, a constellation of innovation, entrepreneurship, and new technology combine to transform the world economy. Today, we’re approaching the end of the Turning Point of the fifth technological revolution. The organizations the can’t adapt and scale their software delivery processes are unlikely survive the next decade. In this talk, Dr. Kersten will summarize the dynamics of technological revolutions, what we have learned in the first 50 years of software development, and how dramatically those lessons and the software ecosystem will change over the coming 50 years. Then present five predictions on how Agile software engineering will evolve to help today’s organizations survive the coming decade.
  • The Age of Invention will pivot to an Age of Adoption
  • Software complexity will drive specialization
  • As automation grows, so will the demand for IT professionals
  • Coding will evolve into domain expertise and data modeling
  • How AI will become its own field of practice

Learning Outcomes:
  • How organizations can survive the turning point of the fifth technological revolution with the Flow Framework™
  • Predictions on how Agile software engineering will evolve to help organizations survive the coming decade


Tuesday August 6, 2019 14:00 - 14:30 EDT
Chesapeake 7/8/9

14:45 EDT

The Future Looks Awesome, and Moving Beyond Agile (Mike Griffiths)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

Agile approaches succeeded and changed the way we work. They brought the philosophy and tools previously used by only the high performing teams to the majority of organizations. Now it is time to move beyond them and embrace a new wave of emerging ideas and approaches.
It is short-sighted and self-absorbed to imagine agile approaches represent the best way to execute all work types. As new technology, products, and services emerge, we need new ways to deliver them. Likewise, as organizational structures evolve to use this technology and integrate the aspirations of next-generation workers - who grew up in a digital world, our approaches much evolve again.
Fortunately, patterns are emerging from new organizational structures and the lessons from failed agile transformations. Agile’s “Family” mindset of empowerment and values-driven culture is being overtaken by “Organism” and “Community” mindset organizations embracing Holacracy and Teal Organization ideas. People are also realizing not everyone wants to adopt an agile mindset and we need better ways of integrating with more traditional models that remain that way for their own advantages. The future involves further expansion and integration, not more fervent conceptual conversion.
Come and examine the future beyond agile and hybrid agile. Explore the trends in corporate structures, career aspirations, engagement models, and the technology that is making it all possible. The future is exciting, dynamic, and decidedly less agile – but in a good way.

Learning Outcomes:
  • Summarize the scope of agile approaches
  • Explore how the nature of work is changing
  • Investigate the changes in the emerging workforce
  • Understand new organizational structures
  • Recognize the impacts of emerging work, worker, and workplace


avatar for Mike Griffiths

Mike Griffiths

Leading Answers & RMCLS, Consultant
Mike is an agile author, speaker and trainer, who helped create the agile method DSDM in 1994. He served on the board of the Agile Alliance and the Steering Committee to create the PMI-ACP credential.

Tuesday August 6, 2019 14:45 - 15:15 EDT
Chesapeake 7/8/9

15:45 EDT

Future of Agile is Diversity (Karina Kohl)
Limited Capacity seats available

The “algorithm” is now an entity. It is a subject that society is talking a lot lately. In 2015, a photo app automatically tagged two Afro-American friends as gorillas. In 2016, a bot called Tay learned to be racist, Holocaust denier and that feminists “should all die and burn in hell”, in 12 hours. In less than 24 hours, it was shut down. There is unpredictability of machine learning algorithms when confronted with real people. How much bias machine learning algorithms can introduce? How much came from the data used to train the algorithms and how much came from the algorithm itself? How to create products based on machine learning avoiding gender, race, age or culture bias and others and avoiding doing harm to those groups?
Yates (Communication of ACM, June 2018) said that “any remedy for bias must start with awareness that bias exists.” Page (The Difference, 2007) proposed that identity diversity (our gender, race, religion, etc.) leads to cognitive diversity (the way we think and solve problems), mainly in tasks as prediction and problem-solving. A study made by McKinsey & Company in 2014 says that diversity fosters innovation and increase financial results. So, workplace diversity can help in different ways, including to detect and reduce bias in algorithms design and execution.
How much agile teams, from the beginning of software development chain, can help to minimize bias and reduce backslash to the end user? What is the role of agile when teams are built to work in a machine learning world? Agile Manifesto values individuals and interactions over processes and tools. Agile teams are built on that. Recently, Modern Agile also set two of four values based on people: make people awesome and make safety a prerequisite. Not as a causality, but, maybe, as a correlation, agile values are good evidence that we can have development environments that better support diversity. Once we have more diverse teams, we can expect better outputs (less biased) from machine learning algorithms.

Learning Outcomes:
  • In this presentation, we intend to approach how much of the bias algorithms came from the lack of diversity of teams and how much diverse agile teams need to be to minimize that.


avatar for Karina Kohl

Karina Kohl

Head of Operations and Product Manager, Globo.com
Karina Kohl is Product Owner at Globo.com and Agile Practitioner. Working in IT and R&D business since 2002, Karina worked as Java/Web developer for many years. In 2012/2013 she transitioned to the Product Owner role.In her formal education, Karina is MSc (2005) and BSc (2003) in... Read More →

Tuesday August 6, 2019 15:45 - 16:15 EDT
Chesapeake 7/8/9

16:30 EDT

A Descriptivist Scaled Agile Framework Grounded in the History of Human Self-Organization (Anastas Stoyanovksy)
Limited Capacity filling up

There are numerous competing frameworks that exist in the space of "scaling Agile" - SAFe, DAD, RAD, and others. A common thread to most, if not all, of these is that they tend to take a top-down perspective by identifying particular business sub-units with their assigned goals, whether those be writing software or designing a product, and then prescribe how and when these subunits should communicate or coordinate. From a bottom-up perspective, instead, XP describes role archetypes that often naturally manifest on an individual level within software engineering teams. After observing that these competing top-down approaches to scaling agile development tend to either explicitly incorporate or implicitly assume XP practices at the individual level, we suggest that there may be some degree of design contradiction in combining a descriptivist, bottom-up perspective with a prescriptivist, top-down one. Furthermore, depending on one's perspective, one may want to emphasize the Agile value of "people over processes" to a higher degree - and throughout an entire organization, as opposed to only within engineering teams.
We suggest that the challenge of scaling Agile is not significantly determined by anything in the field of software engineering and that it is instead related to the general problem of effective self-organization of any group of people that is sufficiently large to have nontrivial internal structure and that must effectively respond to external stimuli. Further, we suggest to turn to the millennia of history of self-organization in human society for a fundamental perspective on this challenge. Robert's Rules of Order, Newly Revised (RONR), which was created by studying that same history, empirically describes principles for effective self-organization of a large group of people, suggesting time-tested principles and practices for the efficient and transparent operation of formal organizations. Perhaps not surprisingly, a number of Agile ceremonies and XP practices find direct analogy with those practices and structure; we begin by building on the basis of that observation. As a starting example: effective formal organizations generally have bylaws and periodic meetings at which those bylaws can be altered by some sort of majority vote, and so one could view an engineering team's development process as its bylaws and Agile retrospectives as periodic meetings to revise those bylaws.
We define an integrated framework that reimagines and redefines existing Agile and XP principles and practices with the benefit of RONR's perspective, replacing top-down prescriptivism with bottom-up descriptivist principles of self-organization derived from the history of human society, as described in RONR. We believe that this framework is able to provide a sort of barebones structure needed for an organization to both operate and effectively grow, while also encouraging enough autonomy to allow for organic, finer-grained self-organization; taken together, one result (among others) is efficient decision making that is concomitant with reduced communication overheads. Encouraged by both objective and subjective preliminary success smoothly increasing head count by 50%, we present our current framework and our implementation of it at IBM Watson. We discuss generalizations and possible implementations of this framework for different organizational scales and with a view of facilitating smooth organizational growth.

Learning Outcomes:
  • A framework from scaling Agile development that aims to balance minimal structure with organic autonomy
  • Principles for enabling self-organization while maintaining a high signal-to-noise ratio
  • Mechanisms for accelerating onboarding into an organization
  • A historical perspective on human self-organization


Tuesday August 6, 2019 16:30 - 17:00 EDT
Chesapeake 7/8/9
Wednesday, August 7

14:00 EDT

Business Owner: The Most Critical Role for the Future of Agile (Luiz Claudio Parzianello)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

Business Agility is the new buzzword when we talk about agile transformation in terms of the whole organization. We've seen the growing of agile at scale in terms of processes and tools, but not in terms of business transformation. Scrum Master and Agile Coach have become important roles in agile initiatives not only for development teams but also for business squads. After this evolution, we faced the bottleneck moving from the delivery perspective to the discovery perspective, making Product Owners and Product Managers the new critical roles in agile transformations. Agile Coaches needed to expand their approaches from processes and tools to products and services, stimulating a user-centric perspective to the whole team. Now, that top management are noticing that bottlenecks are arriving at the business perspective (the need for making faster and smarter decisions; the need for supporting product and operations perspectives by short cycles of strategy analysis and execution), the Business Owner begins to emerge as the most critical role of any Agile Business transformation. This talk will present and discuss the responsibilities and authorities of a Business Owner in some successfull implementations of an agile governance model, as well as the competencies required to lead in a new economy based on Lean, Agile and Exponential mindset.

Learning Outcomes:
  • Understand the concepts of Business Agility and the Agile Business Analysis framework
  • Understand how business perspective is the real bottleneck of most agile transformations
  • Understand the relationships between Culture, Management and Leadership
  • Learn how Processes, Products and Businesses (perspectives) are related to Execution, Initiatives and Strategy (horizons)
  • Learn how the Business Owner role should be approached in any organization


avatar for Luiz Claudio Parzianello

Luiz Claudio Parzianello

Founder and CEO, Surya Digital
Surya Digital is a consulting and training company focused on accelerating business results based on Lean, Agile and Exponential approaches. I founded it in 2001 and adopted Agile as our mindset in 2002. I'm proud to be one the the first brazilian guys who spread the Agile values... Read More →

Wednesday August 7, 2019 14:00 - 15:15 EDT
National Harbor 2
Thursday, August 8

09:00 EDT

Augmented Agile Delivery - Agile Behaviour Meets Digital Engineering (David Norton)
Limited Capacity seats available

The human aspect that has been at the heart of agile success since its inception may well be its Achilles heel when it comes to scaling, and dealing with complex mission-critical environments; indeed, this sentiment has been used by many agile detractors. However, this does not have to be the case and could be the catalyst for an enhanced form of agile that combines the best of agile values and behaviour with modern systems engineering practices.
Next-generation agile will have to leverage unprecedented levels of automation from inception to implementation, and beyond. Techniques such as Model-Based Systems Engineering (MBSE), and Continuous Quality will enable digital twins augmented with AI and IoT sensor feedback, allowing developers to work with increasing levels of complexity in a safe and secure way - without sacrificing agile principles.
This interactive session will focus on a number of interrelated topics to help delegates formulate a strategy for next-generation agile engineering practices, including the following:
  • Tackling the problem of quality at speed, agile at scale with the correct application of relevant guidelines and standards to form a solid foundation to build on.
  • Re-evaluating MBSE in the context of agile and digital twins to support complex business ecosystems from strategy to implementation.
  • Dealing with human factors in the engineering process as we increase automation - when do we augment and when do we remove human actor.

Learning Outcomes:
  • How to maximise automation within agile and the DevOps toolchain with a strategy that takes advantage of emerging standards and best practices.
  • How to combine human-centric approaches such as design thinking and hypothesis- driven development with AI and IoT to improve the customer experience and innovation.
  • How to increase velocity and reduce lead time without sacrificing quality or generating high levels of technical debt.
  • How engineering methods such as Model-Based Systems Engineering and Systems of Systems Engineering combined with agile can tackle complex business ecosystems.


Thursday August 8, 2019 09:00 - 10:15 EDT
National Harbor 2

10:45 EDT

Agile in its Third Decade (Al Shalloway)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.

Agile for me started in ’99 when at a developer conference in Munich there was great excitement about an XP talk being given by Martin Fowler. Since then Agile has spread and crossed the chasm at both the team and enterprise level. There is a shifting in the Agile focus from “developing software” to “realizing value.” Business Agility and Agile at scale are the issues now.
But in many ways we’re still using the approaches of the last two decades to solve the problems of the third. But as Einstein observed - "We cannot solve our problems with the same thinking we used when we created them.” The Agile community has become the very community it needs to overcome.
With Agile going to the enterprise it must both scale across (everyone is using it) and up and down the value stream, from strategy to realization of value.
This talk with discuss:
• The need to focus on business agility
• Why we need a double shift in mindset. First to scientific, systems thinking approach. The second to a focus on our work itself instead of frameworks which attempt to improve how we do our work.
• Why using operating models instead of frameworks can accelerate the adoption of Agile
• The need for scaled learning and flipped-classroom methods to accommodate the increase in numbers of people needing Agile training and coaching

Learning Outcomes:
  • What's possible for the future of Agile


avatar for Al Shalloway

Al Shalloway

CEO, Net Objectives
Founder and CEO of Net Objectives.Co-founder of Lean-Kanban University (no longer affiliated). SPC Trainer. Co-author of 4 books on Lean, Scrum, Design Patterns and Agile Design. Happy to talk to anyone who wants a free consult. Also, are looking for folks who'd like to work with... Read More →

Thursday August 8, 2019 10:45 - 12:00 EDT
National Harbor 4/5

14:00 EDT

A World Without Hierarchy: Experimenting with the Future of Work (Mark Cruth)

It’s the year 2025 and our long-time CEO has just made his last decision. Earlier today our CEO announced that with support of the Board of Directors, we will be eliminating our management hierarchy and departmental structure to better distribute decision making and promote self-management. A company of 10,000 people distributed around the world with revenues of $1 billion annually, this change has already sparked many important questions such as “how does this effect the way I work today?” The CEO has asked us, a group of employees representing all aspects of the company, to come up with a plan to implement his final mandate within 90 days. Now we must figure out what this means for us, our customers, and ultimately the future of our company.
This is no ordinary workshop. No PowerPoint presentation. No talk. Rather, this will be an experimental storytelling game. Taking a highly possible situation, we’ll experiment with how it might play out in the real world. Working in groups, you’ll be given complex problems to solve, such as how do we support employees who don’t want to participate in the change, what happens to those in management roles, and how do we make sure customers don’t get forgotten throughout the change. Groups will collaborate during the session to paint the picture of what such a transition might look like, including the actions we could take to make the transition smoother. Join me as we reimagine the future of work by playing with it first.

Learning Outcomes:
  • Explore creative ideas on how to begin removing the traditional management structure from an organization and the associated implications
  • Understand how to use storytelling and alternate reality game play to experiment with different ideas before implementing them
  • Contribute to a publicly available body of knowledge on how organizations can begin approaching a flat/no management structure (the ideas gathered during the session will be added to an online wiki that can be leveraged by anyone around the world exploring these ideas)

avatar for Mark Cruth

Mark Cruth

Agile Delivery Team Leader, Quicken Loans
Mark Cruth is an Agile Delivery Team Leader and Agile Coach at Quicken Loans, the nation’s largest online mortgage lender based in Detroit. An Agile advocate since 2009, Mark has made it his mission to inject the values and principles of Agile into everything he does. His deep knowledge... Read More →

Thursday August 8, 2019 14:00 - 15:15 EDT
Chesapeake J/K/L