We are excited to announce out 2017 lineup! 

Please take a moment to review the sessions and make sure to click on the Add to My Schedule link for any sessions you are interested in to help us determine rooms sizes and scheduling.

Day 1
Category
Rand 308
Alumni 204/206
Sarratt 220
Sarratt Cinema
Alumni 201
Sarratt 363
Sarratt 361
Alumni 100
Alumni 200
Rand Dining Center
Sarratt Lobby
Student Life Center - Commodore Ballroom
Alumni Memorial Hall
Building the Wrong Thing Faster


"Anne shares the story of two product development efforts that were wildly successful in terms of delivery but were misses in the market. She discusses the up's and down's of each and how delivery remained king even after market challenges were revealed. Both of these stories end in product EOL's but left behind many lessons to help others avoid the same fate. You’ll learn how to avoid these traps and skills for turning the tide to success for your products by putting learning ahead of (or at least equal to) delivery.
Anne wraps things up by sharing a product success story and comparing how product-first thinking led to earlier learning, validation, and ultimately, market success."

Session
14:45 - 15:30
Anne Steiner avatar
Your agile team needs a therapist


Imagine you’re on an agile development team, but something feels weird. People either disagree constantly or are completely checked out. When they finally do agree, no one truly commits to the solution. You also see vocal team members dominating all conversations while more shy people keep opinions to themselves. Teammates clearly don’t trust one another. They don’t trust you. You realize this isn’t a team at all, it’s just a dysfunctional group of people doing work. Does this sound familiar?

In my experience working with agile teams, I’ve found myself taking on the role of therapist—or even an organizational marriage counselor—to break through the people problems that prevent teams from being successful.

I believe every team needs someone to fill the role of team caretaker. At least one person must have the courage to coach others through complicated people issues preventing teams from delivering.

This talk will present the idea that coaching isn’t all that different from therapy. The audience will take home tools for identifying and repairing dysfunctional team behavior ranging from lack of trust, poor conflict skills, and a lack of emotional intelligence.

Are you a team manager, a Scrum Master, or just someone who cares about the interpersonal fabric that makes teams great? Come and learn how!

Session
15:45 - 16:30
Robert Pieper avatar
Stop Arguing! Quit SHOUTING! Start Dialoguing!


Emotionally charged conversations are never fun. How many times have you felt challenged and become defensive? How many times have you been hurt, so you clam up and don’t speak? Have you wanted to have a conversation with someone, but were unsure of their reactions, so you don’t talk at all? These are all common scenarios. During this session you will hear multiple stories and how they could play out - both good & bad. You should leave this presentation with some tips & tricks for effective dialog, resources for further learning, and a positive message that effective dialog CAN happen!

Session
18:30 - 19:15
H
Elephant Carpaccio: A Metaphor for Thinly Slicing User Stories


"Too large user stories are a major contributor to Scrum teams not meeting their sprint goals. Through discussion and group activities we’ll discover how smaller user stories can improve team performance as well as help us deliver more value to the customer. 

This presentation will begin with a discussion of the benefits of small user stories to both the team and to the customer, and review various techniques for splitting any user story. We’ll conclude with a group exercise where we will create micro stories for building a small application."

Session
19:30 - 20:15
Michael Wallace avatar
Creating an Environment for Wholeness to Make Space for Creativity


"People are their most creative when they feel safe to bring their whole self forward. In our agile environments, we are looking for that level of investment so that individuals can flourish and our customers can benefit from what comes forth. How do we make space for courageous creativity in our workplaces? What does it take to really be a place that values individuals and interactions over processes and tools?
This session will cover how we move to a mindset that fully embraces people and gives them room to explore their full potential. We'll discuss the fears and mental models that are holding companies back from this. Using the Relationship Bill of Rights we'll investigate a possibility of what the our day to day lives could be like.
Learning outcomes:
Describe the impact of working in an environment that discourages wholeness
Explain scarcity vs. abundance mental models
Define the mindset and skills needed to create an environment of wholeness
Discuss the Relationship Bill of Rights and its applications and impacts to our work culture
"

Session
20:30 - 21:15
Jessica Katz avatar
3 Minute Improv Games to Improve Your Teams


"You will be surprised to learn that Improv Teams and Software Teams have many similarities; The same techniques Improv Teams use to turn a group of random individuals into Great Team Players can be used by Software Teams to improve Collaboration, Creativity, Communication & Trust.

This unique workshop will have attendees out of their seats and on their feet actively practicing the techniques Improv Teams use to build Collaboration, Creativity, Communication and Trust. This not only shows attendees how they can become a Great Team Player, but also how to train others within their organization. This hands on workshop provides actionable material for participants to use immediately upon returning to work. A flyer with the top 20 games is provided to every participant.

Learning Outcomes:
- You'll see firsthand how these improv games will help your teams as we play several games.
- You'll learn the same techniques Improv teachers use to train people to become Great Team Players.
- After attending this workshop you'll be able to start your meetings or retrospectives with any of the 60 different free 3 minute games at: http://www.teamfirstdevelopment.com/warm-ups/. These games all work well over the phone and can be replayed.
- You'll learn how to bring fun back to your workplace.

Game
14:45 - 16:30
Wayde Stallmann avatar
You sunk my Battleship strategy game


"Should we create grand plans upfront? Should we disregard planning altogether? Should we be smart enough to plan just enough and adjust our plan to meet the changing reality? Or should we try to adjust the reality to fit the plan? Should we have detailed release plan upfront? Should we have detail design at the beginning of the release? Should we spend time to write detailed test plan and test case or should we plan for exploratory testing?
Come to play this hands-on team building strategy game that will help you and your team to adopt the true values of Agile. Battleship game​ should help us understand that large plans upfront are unnecessary and pointless when new intelligence should help us make our next move and adjust to reality.
"

Game
18:30 - 19:15
Fahed Sider avatar
Deepen Your Agile Mindset with the Agile Ants Game


I break the participants into teams of 4 people. Each participant selects a specific role: Project Manager, Business Analyst, Developer or Tester. Rules are laid out and strictly adhered to for the 1st round. On subsequent rounds teams alter the rules for their team. On the 4th and final round the entire room plays together as a single team to perform the required work as an entire company. In between rounds we discuss what is working well for various teams. We also discuss the pain points. After the final round I tie the learnings from the game directly back to the 12 Agile Principles.

Game
19:30 - 20:15
Wayde Stallmann avatar
When will it be done - Probabilistic Predictions


"The very first question a customer asks us when we start work is - When will it be done? Traditional methods of answering this question are fraught with errors. The most common errors include heavy reliance on estimates and use of averages to give one deterministic answer. We are all aware that our world is not deterministic and each prediction has a probability of being right and a complimentary probability of being wrong. In this session, we will use examples and a simple exercise to demonstrate a much easier method which can help make probabilistic predictions.
These predictions can help teams have more informed conversations with their customers about their probability of completing a project on time and around the risk profiles of their projects. The audience will learn how with very little estimation and simple measurements they can better inform and equip teams, managers and customers with information about possible completion dates of the project. We will show how these techniques are actively being used to predict the completion of single items and a set of multiple items in the real world.
"

Session
14:45 - 15:30
Prateek Singh avatar
Being a Cupcake in a Doughnut World: Understanding and Combating Bias


Have you ever felt like you’re a cupcake in a doughnut world because everyone around you seems nice but you feel out of place for some reason. Or, do you feel like you’re a good person who is unaware of the negative ways that you affect people? Do you want to be better about creating an inclusive workplace?
Unconscious biases affect our perceptions, decisions, and interactions every day. They’re the biases that we don’t actively realize that we have. How do we address biases if we don’t know about them? YouTube, Snapchat, Facebook, and Google have all released products that were unintentionally biased – what can you do to prevent your team from doing the same thing?
This talk will give you a common vocabulary so you can speak to others about bias as well as recognize situations where bias occurs beyond sexism and racism to include invisible illnesses, religion, weight, etc. You’ll learn the consequences of bias, and how you can be more aware of all the bias around you that affect your team dynamics and affect the product that you are creating. We’ll discuss concrete examples of how can change the way you act today to actively work towards countering bias, and hopefully together we can make the tech world a better place to work!

Session
15:45 - 16:30
Neem Serra avatar
Agile analytics - Case Study of a Predictive Model Tool


The introduction of agility into big data projects though not new has always been a challenge. The paper will at length discuss and help understand the approach, steps, unfolding and challenges that are faced in the implementation of agile analytics with the aid of a case study of successfully implemented project. The project itself is a unique idea to software industry; the prediction of the quality of a software application undergoing production beforehand. Such implementation has been done in some areas of manufacturing industries but not in the field of software. In a short duration of 7 months implementing agile principles with a team comprising of statistician, quality experts, business analysts, software programmers and other experts, the project undergoes development of reliability growth models namely Crow-AMSAA model and Rayleigh distribution models to fit the defect data and predict the mean time between failures (MTBF) and phase wise defect distribution. Such a model can prove to be very beneficial in planning and effort estimation for the projects along with the measure of quality. This paper not only helps to highlight the key aspects of adoption of agile principles in the field of analytics rather it conveys much more on the broader spectrum of statistics and analytics by going through a step by step method to explain the implementation

Lightning Talk
16:45 - 17:00
A
5 Tips for Better Meetings


Most people see meetings as a necessary evil. What if they could be more? Coming together as a group can help your team define problems more clearly, reach shared understanding, and explore potential experiments and/or solutions. However, to accomplish any of these outcomes, a meeting must provide a good environment for divergence, for people to raise new ideas and voice concerns, followed by convergence, agreement on a course of action. This lightning talk provides five simple ways to create a productive meeting environment regardless of role or positional power.

Lightning Talk
17:25 - 17:40
Cat Swetel avatar
Full Spectrum Engineering – The new full-stack


"Software development is changing and so are the roles that developers need to play. Over the last decade or so, companies have been trying to fill their ranks with what was called full-stack engineers. These developers were versed in software development from database to GUI and everything in between. This was necessary in the age of monolithic application architectures.

The move to DevOps and microservices demands new skills. Now a developer must become fluent in software testing, deployment, telemetry and even security. It is less about multi-layer and more about multi-discipline.
In this talk, Pete Chestna, Director of Developer Engagement will share his insights into this transformation, the opportunity that it presents to developers as lifelong learners as well as practical advice to get started. Don’t miss the shift. Get ahead of it!
What you will learn:
1. How software development leaders used to think about the developers they hire
2. How that is being transformed into a new breed of developer called the Full Spectrum Developer
3. How you can get their ahead of demand and be more valuable to both your current and future employers
"

Lightning Talk
17:45 - 18:00
Peter Chestna avatar
Metrics That Matter


"Peter Drucker famously said “It’s impossible to improve what you can’t measure.” At the same time, measuring the wrong thing can create a world of pain, incentivizing teams to optimize for the wrong behaviors, or to game metrics they see as useless. In this talk, I’ll share what I’ve learned about metrics that can be used to understand and improve an organization’s Continuous Delivery processes. I’ve selected these metrics based on interviews with more than a dozen DevOps practitioners and consultants conducted while working to develop an analytics offering for GoCD.
I’ll focus on three key metrics that reflect the health of a team’s build system and Continuous Delivery culture. Since it’s a lightning talk, I’ll only touch briefly on each. The three metrics I’ll focus on are
1. Cycle Time (the time it takes for a developer to get from commit to feedback)
2. Mean Time To Recovery (how long builds stay red before being returned to a healthy green state)
3. Number of Deploy-Ready Builds (how many green builds of master a team has that they would feel comfortable deploying)
For each metric, I’ll explain its meaning, how it can be interpreted, and how a team’s performance along this dimension might be improved. I’ve picked these metrics because they straddle application development, business impact, and operations, encouraging conversation across traditional divisions in the DevOps ethos.
"

Lightning Talk
18:05 - 18:20
A
Cultivate Organizational Agility - Make the Hidden Visible


Knowledge work is invisible. It is hard to know when he hit our capacity but we feel the pain. We start multitasking (or task switching) to keep up. We introduce errors, create waste, and ultimately burnout. Information technology delivery organizations live in an intangible world but they need to start making the hidden visible. In the manufacturing world, to optimize the production line we walk through the building to look for high levels of WIP, waste, bottlenecks, and constraints. What if we could bring the same visibility to our knowledge work? This talk explains how we can make the hidden visible by changing our delivery organization’s structure, behaviors, and processes.

Session
18:30 - 19:15
Chad Beier avatar
Portfolio planning and prioritization at scale


"Prioritization and planning across over 25 autonomous teams is hard. Especially when all work on their own contribution to department and organization goals. It gets harder when there are more than a dozen departments like this and some of them have dependencies with your own department. For over a year we have been collecting practices on how to encourage autonomy whilst keeping alignment over the departments and within teams. 

This talk is about how to do portfolio planning and prioritization at scale based on experiences within one of the largest banks in The Netherlands . We have developed practices on how to plan with teams and departments based on what will bring us closer to our goals. 

In this talk I will elaborate on these practices, show examples of how we have designed portfolio walls and meetings, how we prioritize work and create options in our workload and how the teams balance between achieving their own goals and helping others achieve theirs. We have conducted experiments on what works best for us in over 10 departments at the same time which has given us a nice collection of practices to choose from. "

Session
19:30 - 20:15
Jasper Sonnevelt avatar
Agile Transformation Beyond the Team


Agile transformations are usually focused on our IT organizations. As change agents, we've become adept at changing our software teams but we often experience resistance when talking with groups outside of IT; in particular HR and Finance. If your people systems use carrots and sticks and your company funds projects, not teams, your transformation won't see its maximum benefits. In this talk, I'll discuss how I've engaged HR and Finance teams to bring them along the agile path. We'll cover common challenges and missteps and how to address them. And I'll provide you with talking points and practical actions you can take immediately to start making changes to your whole company and effect transformations beyond your teams.

Session
20:30 - 21:15
Bill DeVoe avatar
Quantifying the Impact of Agile Practices
Session
13:30 - 14:30
Larry Maccherone avatar
5 Metrics to Create Safety and High Performing Teams


"I see that a lot of organizations use metrics in inappropriate ways to measure teams. At the heart of these metrics, nine times out of ten, are velocity and story points. These metrics lead to a lot of mistrust, fear, and bad technical practices. This talk will focus on shifting the focus to diagnostic metrics.

Before shifting focus to diagnostic metrics, we need to understand what inappropriate metrics are. When questioning teams about why their velocity was lower from one sprint to another, teams are more likely to inflate their estimates to avoid questions in the future. This is one of my scenarios. We will explore this case and my other top-ten based on the 165 teams I have interacted with. Focusing on one metric does not provide a balanced view of the team.
For balance, I promote five metrics. The combination of metrics balances each other. These five metrics are: lead time, quality, happiness, agile maturity, and business value. Focusing on these five metric areas can be used as a diagnostic tool to help teams grow and support coaching. During the session we will use my Excel-based tool and visual model to simulate this balance.

When you push shorter lead times (how fast) on a team with a lower agile maturity, the first thing to change is quality, followed by happiness and then the delivery of value. Conversely, if a team focuses on TDD, the first thing to change is quality, followed by agile maturity, reduction in lead time, and increased delivery of value.  "

Session
14:45 - 15:30
James Gifford avatar
Why Your Agile Will Never Scale


"Do your DevOps or Agile teams include a finance manager, marketing director, executive strategist, compliance officer, security expert, risk management representative, etc? If your teams are continuously deploying, are your customers and customer support agents kept continuously informed? Are your development teams able to relate their work back to the strategy set forth by executive leadership? Does portfolio investment clearly align to the executive strategy? If you’ve answered no to any of these questions, then your Agile will never truly scale. 

For medium and large sized organizations, establishing Agile teams is only part of the puzzle of maximizing value delivered. Optimizing the interactions between teams is the secret to recognizing the greatest gains in efficiency and productivity. By creating an organization wide coherence check of the efforts of “separate” value streams and functions, you can create a truly Agile organization with the ability to quickly deliver value to customers while anticipating and planning for the future needs of the market. 

This session is intended for leaders, managers, and change agents serving organizations that are struggling with or just beginning to attempt Agility at scale. It offers actionable advice for understanding and improving the relationships between teams, functions, and products/services. "

Session
15:45 - 16:30
Cat Swetel avatar
Real Agile for Real Software


"As the agile revolution continues, more and more companies are wanting to “Do Agile”. Most companies don’t even know why, they just see and hear about other companies having successes. They hire a consultant, who is teaching the “flavor of the day” agile process and pay lots of money for books, tools and training. Most of the time, with limited success.
In this talk, I will explain what Agile software development is meant to be all about. I’ll tell you a bunch of stories about common mistakes I see companies making as they try to become more agile, and what you can do to avoid or overcome these mistakes. In the end, you should leave with a better understanding of the nature of building software in an agile way and maybe even had a few laughs along the way. "

Session
18:30 - 19:15
Lee Brandt avatar
Empowering Performance Through Servant Leadership


"Most of us who have had the pleasure of coaching a scrum team have adopted the mindset of servant leadership. But what about directors and middle management?!
Do you have teammates reporting to you who work on Scrum teams that you’re not part of?
Do you report to a manager that might as well be on another planet?
If you answered YES to either of these questions, this session is for you. We'll talk through the shift of leading over managing and how we can use the framework of the retrospective as a tool to bridge gaps, manage performance and promote transparency. Whether you're in a position of leadership or individual contribution, the values and mechanisms we review can be brought back to your organization.
Learning Objectives:
-Identify the value of Servant Leadership over Command and Control behaviors
-Understanding of psychological safety and it's impact on performance and relationships
-Ability to adopt and/or introduce the concept of Individual Retrospectives or Dual Retrospectives in lieu of traditional One on Ones or performance appraisals"

Session
19:30 - 20:15
Jess avatar
Swearing, nudity, and other vulnerable positions.


"Over 3 months John recorded over 60 hours of interviews and spoke to some of the most respected people in the industry to produce an audio documentary that attempts to answer the question “What is safety? And why is it important anyway?”
This highly interactive talk will present the findings and guide and challenge you through a journey to understanding safety. Including short interactive sessions and role play exercises to cover the following topics:
* What is safety?
* What is a team?
* What is the definition of an effective or high performance team?
* What are the elements that make a team effective?
* Is psychological safety the foundation to team performance?
* What can we all do to help foster psychological safety in our teams?
* What is the relationship between safety, stress and engagement?
* What is the profound impact of a lack of safety and engagement on society?
This talk has grown as John created the new podcast The Agile Path. The first season on this podcast (which will launch in Jan 17) is about safety in teams. John has interviewed world renowned specialists in the field; Christopher Avery, David Marquet, Jerry Weinberg, Esther Derby, Johanna Rothman, Woody Zuill and many more in over 60 hours of audio. This has been a fascinating deep dive learning experience for John and he hopes to explore these insights with the audience.
## Learning Outcomes
* Understand the definition for psychological safety and explore it's meaning.
* Understand what a team really is.
* Understand the five facets of an effective team.
* Understand why psychological safety is foundational to team effectiveness.
* Understand some of the key signs of unsafety in teams.
* Understand the relationship between safety, workplace stress and engagement (using the JD-R model)
* Understand the impact of low safety, low engagement workplaces on wider society."

Session
20:30 - 21:15
John Le Drew avatar
Closing Ceremony


Join us as we wrap up the conference for some great prizes!

Closing Ceremony
21:30 - 22:00
Tommy Norman avatar
One CST, two CECs, and 3 CSPs go into a bar…Six hours later…


"In this session, more than six hours of one-on-one interviews across six certified Scrum practitioners are summarized to better understand how socio-psychological phenomena evolve in existing software teams after a Scrum implementation.
The mean number of team transformations per study participant was 45.5 teams; the mean number of years of experience per study participant was 11.7. All six practitioners held CSP certifications, two practitioners held CEC certifications, and one practitioner held a CST certification.
Attendees will gain relevant insight into the collaboration, cohesion, and motivation changes across a combined 273 Scrum transformations and 70 years of experience.
Given the team-based nature of software development, the social nature of agile, and the rapid rise in the popularity of agile methodologies, there is an undeniable need to better understand how these agile methodologies tend to affect socio-psychological group phenomena in teams.
Learning Outcomes:
• Gain familiarity of the broader psychological, cognitive, and environmental themes derived from these interviews
• Explore the common sub-themes of:
- Relationship feelings
- Empowerment feelings
- Mindset realization
- Team success realization
- Poor performance realization
- Organizational preparedness factors
- Management factors
• Explore techniques to influence psychological, cognitive, and environmental theme factors."

Session
14:45 - 15:30
Anthony W Montgomery avatar
Planning for Failure


You’re a professional software developer. Your software never fails because you follow all the best practices. Right? We all know better. All software sucks. In reality, we need to plan for failure, think about what failure might look like, and plan what we do when it happens. There is a tool used in engineering called Failure Mode and Effects Analysis which I have found great success using in software. I’ll demonstrate how it works and how you can use it too.

Session
15:45 - 16:30
Jesse Phelps avatar
The Universal Principles of SCRUM that Engage Teams


"Incident management teams responding to all hazard situations from active shootings to disasters, outbreaks, and HazMat scenes use a management process known as the Incident Command System. While they don't call their system agile, the similarities to SCRUM are striking.
First, in both situations the stakes are high. In emergencies, human life, the environment, and communities are at risk and the daily costs of operations can exceed millions. In software development, stakes and costs are exceptional.
Like SCRUM, which breaks Epics into stories and ultimately tasks. ICS breaks Incident Objectives into strategies and ultimately work assignments.
In both systems, the key to engagement is creating items of what, prioritizing and selecting a few for the focus of a given period - and engaging doers into decomposing the the items of what into items of how.
ICS calls these intervals periods and SCRUM calls them sprints. Each period, ICS uses the process to create an IAP or Incident Action Plan, they then execute, assess, and repeat.
ICS has matured over the years to better incorporate safety checks, similarly, the agile community is advocating important SCRUM processes to incorporate legal checks."

Session
18:30 - 19:15
Jeffrey Hicks avatar
Be a good bass player, become a better leader


"Going into management and leadership can be a nerve-wracking experience. This talk will share my experiences, my colleagues experiences, and weave in the experience of higher level executives / musicians.
- Who is this session for?
Anyone who is in management, thinking of going into management, or who has a manager and wants a better relationship with them. In addition to management, these topics will apply to general leadership as well.
- What will you receive?
You will receive candid advice from a first-time engineering manager at a successful SaaS company in Atlanta. Topics discussed will be around the purpose of a manager, the mission of the manager to employees, selflessness, and more! This will be tied back into music throughout the "

Session
19:30 - 20:15
Steve Bussey avatar
Leading By Example


So often the testers experience is very different from the developers and other roles on the team. The testers most valued asset the testers mindset is one of an outsider, an uncorrupted and still insightful vision of software, this creates a natural tension within an organization.
Companies and individuals have placed a great deal of effort into creating and standardizing development practices, testing tends to be seen as a black box of activity. The tester is faced with translating their actions and insight into language that their team can both understand and recognize value. Testers end up trying not be too intrusive, not rock the boat while still advocating for quality.
There just isn't a common framework for how testing is integrated onto teams. How many different xDD approaches are there to help developers with testing but the industry can't even agree on whether dedicated testers are even necessary.
How can test engineer gain traction for their ideas in a development centric universe?
This talk will showcase how testers can use traditionally development oriented processes to both rationalize or increase acceptance of testing activities while showcasing testers talents to increase their influence on the team.
Topics will include:
Integrating exploratory testing into agile planning workflows.
Red \ Green Refactoring of Testing
Using code review frameworks to share testing coverage and status
Using automated test writing as a communication bridge

Session
20:30 - 21:15
brendan connolly avatar
Don't Think When You Code


"Yeah it sounds crazy, but I'm serious. If you are thinking while writing code, you are doing it wrong. Before you move along, let me explain.
By optimizing the way you write code, you will produce more with less effort. Elite athletes learn to react faster than they can consciously think. They do this by identifying situations, then training themselves to respond with a set of actions. You will learn how to become an expert at high-speed decision making. We will also talk about how a quiet brain can save you when you are faced with a high pressure situation like production is down! Last, we will talk about how developing a shared mental model with your team can improve communication and simplify design conversations.
www.joelkarr.com @joel_karr"

Session
14:45 - 15:30
The Scrumboard is Alive


"This speech is about how you can achieve quality without any technical weapons or specific testing methods. I want to hit your dev team with the inspiration of how small changes can have a big impact. By visualizing practical examples I will share my experience of forming a high functional team that produces awesome quality at a high pace.

This will be done by showing you how the same sprint can have two different outcomes depending on the layout of the scrum board."

Session
15:45 - 16:30
Robin Bergh avatar
Taking Over the World: Spreading Agile to Non-Engineers


"How can we take over the world when almost no one understands us? How many times have you talked to someone about Agile and got the blank stare, or the comment, “That’s only for Engineering, it doesn’t apply to us”? I have even been told that what we do is “magic” and too hard to understand. Overcoming obstacles like this is key to allow Agile values and practices to expand beyond software development and into every aspect of the company. Everyone can benefit from these approaches; we just need to learn to understand each other.
In my role as Agile Coach and Lead ScrumMaster, I have had a lot of success in reaching out and getting other departments to look towards Agile as a way of improving what they do. I will talk about my classes and approaches that I have used. Including 4 key concepts in basics terms to get the Agile values across. I will share success stories from working with Human Resources, Communications, Performance Excellence, Purchasing and Finance departments. I will even talk about how these approaches have expanded to include the Senior Management team for their tactical planning and project management at the highest levels.
In my role as Agile Coach and Lead ScrumMaster, I have had a lot of success in reaching out and getting other departments to look towards Agile as a way of improving what they do. I will talk about my classes and approaches that I have used. Including 4 key concepts in basics terms to get the Agile values across. I will share success stories from working with Human Resources, Communications, Performance Excellence, Purchasing and Finance departments. I will even talk about how these approaches have expanded to include the Senior Management team for their tactical planning and project management at the highest levels.
* The importance of moving away from the rhetoric
* How to break down core concepts of Agile in layman’s terms
* The benefits of going the extra mile to reach out and the impact it will have
* 4 fundamental ideas that helps anyone be Agile."

Session
18:30 - 19:15
A
Orienting Your Agile Team & Developing a Path to Excellence


"Come and discover how the familiar stages of Forming, Storming, Norming, and Performing can guide Agile teams toward excellence by helping them determine where they're at, giving them a common language to discuss it, and then choosing their path forward. The Tuckman model can help new teams figure out their first steps together...help stuck teams get un-stuck...help mature teams find their next improvement...all of them working toward becoming highly-performing, kick-butt, problem-solving, software-developing teams.
This session has a mixture of lecture, discussion, and group exercises to help you:
* Review and interact with the Tuckman model of team formation
* Identify which stage your team is in
* Experience how changes impact a team's stage
* Explore steps teams can take based on their current stage
* Take workshop instructions back so you can guide your team through these concepts"

Session
19:30 - 20:15
Mark Wavle avatar
Mike Ritchie avatar
The Scrum Master Evolution


"At Capital One, we took a look at what made some of our Agile Leaders (Scrum Masters, Agile Coaches, and Kanban Leads) more successful than others. Among the patterns of differentiation, one factor clearly stood out beyond the others. We found a direct correlation between the technical abilities of the Agile leader on a team and the happiness of the team. The more technical our Agile Leaders were, the happier their teams were. In large part, the same teams were able to deliver more often and with a higher code quality.
Change is hard - just ask the Tasmanian Tiger and the Passenger Pigeon. When your environment shifts even a small amount, you need to adapt to the change. When a work environment shifts to be 1000% more technically focused over 18 months, some people sink and others learn to swim.
Many of the Agilists at Capital One were as surprised as others to learn about this pattern, but it made sense. The more that our Agile Leads understand about the work being done, the more effective they are at helping teams deliver on that work. We will take a look at three case studies from our organization and how they evolved along with their teams and how this inherently made a positive impact on their teams and themselves. The three cases that we will discuss are examples where a non-technical Scrum Master evolved his/her role and influence to help the team focus on streamlining their work to be able to focus and deliver faster.
We will also take a look at ways to make sure that you are staying on top of change in your environment and how you can quickly adapt to it.
Prerequisite Knowledge: A small amount of Agile Knowledge would be beneficial. A Beginning Agile practitioner would benefit from this presentation. Advanced Practitioners would as well.
* Case1: A former Java developer wanted to join the Agile side of things and become a Scrum Master. How he made the transition and how his technical capabilities help him better the team's ability to deliver.
* Case 2: A finance guru turned Product Owner turned DevOps team Scrum Master. How he ramped up quickly on the tech the team was using and never looked back. This team had the highest survey ratings out of any team we measured.
* Case 3: A Political Science Major who listened to his team's pains and responded by trying to better understand them himself by learning a bit more about the tech stack the team is using, and eventually helping alleviate some of the pain for the team.
Overall, none of these Scrum Masters are coding, but by being more technical these three Scrum Masters were able to help the team organize their time to manage the WIP and reduce task switching. Other residual benefits followed, and overall, these are the healthiest teams that we measured.
Information for Program Team:
The experience will be mostly a presentation format with a little interaction from the audience. I will be including a very brief (ten second) live audience poll twice during the session.
Session Agenda:
10 Minutes: Introduction and background on general Capital One information
05 Minutes: How we measured our teams
10 Minutes: 3 Case studies
05 Minutes: Outcomes of the measurement and case studies
05 Minutes: Changes and how we influenced change in the Scrum Master community at Capital One
05 Minutes: How to keep up with your team's technology (or other changing aspect of your teams)
05 Minutes: Audience Poll and review of poll results
02 Minutes: Review and recap
10 minutes: Q&A
Prerequisite Knowledge:
A bit of Agile Knowledge would be beneficial. Some base understanding of Agile Metrics is advised.
Learning Outcomes:
Evolving with your organization is vital to the health and well being of the team.
Managing WIP is vital to a teams happiness
How being more technical will give you more street cred with your engineers
Being more technical does not mean that you stop Coaching and Facilitating. Being more technical will only enhance your ability to Coach and Facilitate effectively
Your ability to probe the team for Risk Avoidance will be greatly improved
Presentation History:
Scrum Master Summit 2016 (gave presentation twice). The attached pdf is from that session. This presentation will take that session and expand it with more details, background, and audience poll"

Session
20:30 - 21:15
Effective collaboration between technical minds and design thinkers


"Design Thinking is key to understanding your users’ needs and pains. It empowers you to develop meaningful solutions that will really impact the lives of your users. But before you can even start to think about engaging in Design Thinking with your team, you have to be in the right mindset. It’s important to align with and understand your team so that you can effectively collaborate with them. Collaboration is a vital part of not only Design Thinking, but pretty much all professional interactions. And if your team isn’t able to work together, you’re not going to be able to ship any product, let alone a good, impactful one.
It can be challenging to work together with a team, and it can be even more challenging when that team’s members come from different fields, and even different experience levels. Well, that’s my team: a Senior Technical Staff Member, a Senior Offering Manager, and a shiny new designer fresh out of school. Despite the range in our areas of knowledge, my team has managed to successfully work together to combine my Design Thinking expertise with the technical know-how of my team members.
I’ll be sharing some tips, tricks, and tools that have been effective in my team's collaboration and have set us up for a very successful Design Thinking journey in the crazy technical world of IBM z Systems and cognitive analytics. "

Session
14:45 - 15:30
T
Lean Leadership the Martial Arts Way


Leadership is not a role, rank or title. In the martial arts world, a white belt has more than one path to climb up the mountain and become a black belt and a master. A leader and master must also be able to climb down the mountain to guide and teach others to reach the top. As a CEO, director, manager, coach, or a team lead guiding a group of developers, the leadership practices and journey may be different, but the underlying principles are the same. How do leaders create a culture of Kaizen (continuous improvement) and a generation of problem-solvers to transform individuals’ abilities and organizational capabilities? What does it take to become a change agent? A successful organization depends on the success of its people. How do Lean and martial arts principles help seed a culture of respect, innovation, mastery, autonomy, and purpose? The principles behind the Gemba Walk (observe, engage, improve), systems thinking process, Lean Management, and the Martial Artist’s Code of Honor define an ultimate leadership guide and Kata to help leaders mentor their teams as well as empower every member to catapult their organization up to the top of the mountain.

Session
15:45 - 16:30
Thuy Rocco avatar
Digital Agile Coach


The world of Agile is about focus and measurement and improvements are often through constant learning and coaching. We will discuss how analytics and artificial intelligence is making ground breaking changes in how we coach teams and improve performance at scale. I will showcase Alexa as my digital agile coaching assistant helping me as an Agile practitioner teach and influence broad and diverse working teams at scale with constant focus and measurement.

Session
18:30 - 19:15
J
The Red-Headed Stepchild of Agile Processes


"True Quality Assurance begins before a single line of code is ever written. While pure scrum emphasizes quality in the context of cross-functional teams, many common Agile implementations still have distinct Developer and Quality Assurance resources or team. Sometimes, it can be unclear how quality will be obtained within the sprint cycle outside of a constant feedback loop with a client. This session will provide hands on examples and options for how to incorporate Quality Assurance into the Agile (and hybrid) processes, how/when to define test cases, estimate quality efforts for sprint planning, build sprint/production release plans that encourage success, and prepare for Sprint Reviews/User Demos that will amaze your clients time and time again.

Topics/Lessons in Session:

- Overview of Quality Assurance in Agile: The Pure and The Common Scenarios
- Incorporating QA into Agile Processes/Sprints and Overall Delivery Plans
- Defining Agile Test Scenarios/Cases
- How to Estimate Quality Assurance Efforts in Sprint Planning
- Different Testing Types (Standard, Test Driven, User Test Driven, and more)
- Why Sprint Level Release Plans Matter
- QA and the Sprint Review/User Demo
- End to End, Integration, and Regression Testing in Agile
- Role of QA in Sprint/Release Sign Offs
"

Session
19:30 - 20:15
Elise Hudson avatar
Open Spaces - Opening Circle
14:45 - 15:30
Open Spaces - Round 1
15:45 - 16:30
Open Spaces - Round 2
18:30 - 19:15
Open Spaces - Round 3
19:30 - 20:15
Open Spaces - Closing Circle
20:30 - 21:15
Breakfast
12:00 - 13:30
Lunch Block A
16:30 - 17:30
Lunch Block B
17:30 - 18:30
Registration
12:00 - 13:30
After Party
22:00 - 01:00
Coaching Corner


Come grab some time with an Agile expert to talk a topic of your choice. 

15:45 - 16:30
Mark Wavle avatar
Colin Callahan avatar
Coaching Corner


Come grab some time with an Agile expert to talk on a topic of your choice.

18:30 - 19:15
Jess avatar
Peter Chestna avatar
Coaching Corner


Come grab some time with an Agile expert to talk on a topic of your choice.

19:30 - 20:15
Cat Swetel avatar
John Le Drew avatar
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