Hugo Lourenço is the Founder and Chairman of the Conference and DevOps Forum.

The conference started in 2014 with the name Scrum Club and then evolved to Scrumday Portugal. This year we renamed to Experience Agile because it’s not juts about Scrum, Kanban, Lean, DevOps or any other practices, is about experience, which by the way is the first thing to do in a complex environment – eXperience.

Also this year we have started the next step of the founder vision, the ‘World Agility Forum’. Its a gala dinner with the goal to recognise the people and companies who’ve started their journey to ‘Improve Through People’.

Thank you and we hope you have a great conference and workshops.

Note: All brandes are registered and protected.

Transforming the World of Work^®

Abstract:

Wave 2 of Agile is a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.

Wave 2 is about Living Agile. It is how we show up. It is how we work with people and organizations to shape the Culture. It is living Mahatma Gandhi’s truth:

“Be the change that you want to see in the world”.

When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.

“To be or not to be? That is the question.”

You will learn:

• Steps to becoming a more effective change maker
• Key tips to have a successful Agile Transformation
• See how our own activities and actions are causing resistance around us
• Apply Sahota change model for Consciously Approaching Agile
• Identify a growth path for Living Agile so to embrace the Agile Mindset
• Concrete actions you can take to improve how you work with others

Synopsis: Processes, procedures and rules have all been developed based on previous experiences and address the known knowns in our operational environment. However, it is not possible to write a process for everything we need to do and that means we need to deal with the unknowns. Applying non-technical skills, learning from experience and having a psychological safe environment are key to this, and yet they are so often missing in business environments. This thought-provoking and process-challenging presentation will get you to reflect on your own operations and learn why you need to embrace failure and not just identify lessons, but rather learn from them.

Bio: Gareth Lock is a retired senior officer from the Royal Air Force where he was a flight instructor and senior manager. After his flight instructor tour, he moved into systems engineering and requirements management role working on highly complex systems directly linked with preventing helicopters and transport aircraft from being shot down in operational theatres. When he left the RAF in 2015, he moved into human factors and crew resource management domain working in the oil and gas sector, healthcare and high risk dive teams, and undertaking research to improve diving safety. Since then he has taught and coached around the globe, developing high performance teams and individuals in domains where failure can literally mean the loss of a life. He has developed a unique programme combining theory and computer-based simulation where failure is expected but lessons are learned throughout the programme and knowledge, skills and attitudes are developed.

You are more powerful and able than you usually give yourself credit for. That’s what The Responsibility Process shows.

The Responsibility Process is a natural pattern in our minds (discovered, documented, and perfected over the last 30 years). It shows how we stay stuck or grow to overcome challenges. potent self-leadership tool for taking ownership You can put it to use to claim the freedom, choice, and power you deserve.

Leaders and coaches worldwide find The Responsibility Process priceless in their own life and work, and in building powerful teams, leaders, and cultures. This keynote promises breakthrough information and inspiration for all.

Ron explores the Agile cultural shift required for a high-performance organization offering leaders insight as to how to lead the shift in their organizations.

Understanding the traits that make great leaders and how men and women see the workplace differently can help you develop your leadership style.  Over the years, one of the questions I am often asked is: “How do you handle being a woman in technology in a global organization?” In this session, learn  how women can be successful in leadership roles in global organizations and some of my tips for success.  Understand the barriers women face and how you can support their growth.

Picking the right question, or reframing an issue with a question, can introduce a profound shift in the way an organization goes about adopting the Agile mindset.  Ask the wrong set of questions often enough and eventually dialogue around Agile adoption will wither and die.  In this short talk, Carlton Nettleton will discuss how to create your own powerful questions that create positive energy, unleash creativity and deliver the forward momentum necessary to support the adoption of the Agile mindset.

Are you enjoying success, living on the brink of burn-out, or both? What really matters? How can you lead your life according to what really matters? How can you get your stakeholders at work to agree on what to do and why? Personal Agility is a simple, easy-to-use framework to help you figure out and do more of what really matters. It is also a simple leadership framework to help you build alignment. How to have more impact and more satisfaction in life and at work.

Learn how Toyota are approaching Agility and scaling Scrum at global scale, and learn about the gaps in the Product Owner role and see how Toyota are countermeasuring that.

Hear some of the patterns Toyota have applied to solve organizational transformation challenges, and learn about the close relationship between The Toyota Production System and Scrum.

Hear about the team science, complexity theory, and high preforming teams that is underway with the University of North Texas and Toyota Connected.

Nigel will also be talking about a key initiative to bring the power of Toyota to the agile world.

Nigel’s BIO

Nigel Thurlow is The Chief of Agile at Toyota Connected, the company building the future of connected vehicle technologies.  An expert in Lean implementation and process improvement, gained from his Toyota background, he teaches quality improvement and waste reduction through the implementation of systems thinking, agile practices, and the Scrum framework.

Nigel led the successful Scrum transformation at 3M Healthcare Information Systems, and was a principal trainer and coach at Scrum Inc together with the co-creator of Scrum.  Nigel has taught and coached in notable companies such as GE, Bose, 3M, Microsoft, MIT and Toyota.  Nigel is continuing to work with one of the co-creators of Scrum to help evolve the competencies of the agile world.

Nigel is now leveraging the power of TPS and The Toyota Way to enhance and develop Agility in Lean, and has recently launched the official Toyota Scrum training, Scrum The Toyota Way.  An approach combining the Scrum Framework with the Toyota Production System.

Glintt is experiencing a change in the way software development projects are managed. Over the last two years, the adoption of Agile, Scrum and 2018 CMMI accreditation are helping to standardize project management regardless  the business Unit or project software technologies. Let’s talk about Glintt’s journey towards Agile practices and main achievements.

Brian “Ponch” Rivera recently led the U.S. Navy’s efforts to identify a low-energy cost approach to scaling agility. During his four-month Navy assignment, “Ponch” participated in over 100 engagements with leaning-forward organizations, academic thought leaders, and U.S. Navy High-Performing Teams. What he discovered could be the end as Agile as we know it.

During this short presentation, “Ponch” will pull concepts from these five categories:

-Operationalize Complex Adaptive Systems Thinking

-Create Context / Enable Adaptive Space (the Space between Fail-Safe and Safe-to-Fail)

-Amplify Team Training Intervention

-Align Performance Management and Policies to team-based work

-“Pulse” Organization & Environment | Monitor Performance

Attendees will gain insights on the transportable secrets behind how the military builds high-performing teams including Behavioral Markers and Team Intervention Training.

Never heard of these concepts? Perhaps you should attend. Think lessons from the military are not transportable? Then perhaps you stop using Kaizen, Scrum, SenseMaker®, Lean Startup, Agility Loop, Wardley Maps, Elements of Product Flow, Mission Command, and the concept of Generative Organizations.

Has Agile become a commodity?  Has it fallen into peddling (sic) process and tools over individuals and interactions, simply a convenient label?  Can Agile scale to as wider organisational agility and is so what will have to change? Does the 1960’s hit song for the Kinks (our title) satirising the fashion industry apply equally to what Martin Fowler (one of the manifesto signatories) has called the “Agile Industrial Complex”, a “no-innovation zone”?

The DevOps Institute (DOI) is the premier source for aligning industry standard quality DevOps training and certification services for enterprise IT. The Institute is led by a Board of Regents who will oversee DOI’s offerings in an effort to codify and promote DevOps’ best practices and standards to enable enterprise IT to deliver more value faster to their customers.

Jennifer Thomson is an IDC research director with over 20 years of experience in the IT industry. Jennifer provides insights on the investment strategies and decisions of European enterprises around application development, deployment and testing engagements. Her research explores the new rules for application development and deployment in a digital economy; application modernization strategies; the evolution of QA & testing; and the role of automation, analytics and AI.

More details coming soon

Your customers value timely delivery of good quality products and service. Business managers and stakeholders want to make sure that they see progress and get real benefits from the Agile transformations of their organizations. Employees enjoy working in an environment of respect, transparency and balanced workload.

The Kanban Maturity Model is about evolving organizational agility and takes into account these three groups of expectations. It is focussed on managing work (projects and services) and developing a culture of collaboration, customer focus and continuous improvement. It is a guide for change agents, project and service managers and business owners interested in demonstrating meaningful and useful results continually.

In this talk I am going to introduce the KMM and explain the organizational maturity levels based on real world examples. In addition. I am going to share with the participants how we continue the development of the model and what they can expect in the next months. The presentation will be interesting for Agile coaches and practiotioners, Kanban practitioners, project and service managers, business managers and organizational change agents.

BIO

Teodora Bozheva is a co-author of the “Kanban Maturity Model: Evolving fit-for-purpose organization” book, together with David Anderson. She has more than 25 years of experience in the field of Software Development. She has personally undergone all the challenges in managing large projects and meeting tough schedules with limited resources. For more than 15 years, she has been providing training and coaching on Kanban, Lean, CMMI and Agile to companies in different industries. With insights and practical guidance, she helps them combine and adjust the methods for their unique contexts to improve their management practices, deliver better products and services faster, and adopt continuous improvement culture.  Teodora is a Co-Founder, and principal trainer and coach at Berri process, a training and coaching company based in Bilbao, Spain.

Test Driven Development seems very much like pure technique, but that’s just because technique is easier to point at than what it really is: attitude. When you lead your teams towards TDD, you need to focus on their worldview and let them use that to build technique. GeePaw explores five essential premises leaders need to understand to guide their teams into full-on TDD.

The Money Premise — We’re in this for the money.

The Judgment Premise — We’ll rely on individuals making local decisions.

The Correlation Premise — Internal quality *is* productivity.

The Chaining Premise — We’ll test mostly in very small parts.

The Steering Premise — Tests & testability are first-class design participants.

Does the idea of continuous delivery seem like a far away dream? Within the grasp of only small companies and new startups? In this session, Nayan will take you through a quick journey of two very large and old organizations that went from painful 6 month deployments to continuous delivery. He will describe some of the key strategies they used and lessons they learned along the way.

What does testing and quality look like in a Continuous Delivery world? Who does what and how? Is there still a need for testers or do developers do all of the testing? Is it really possible to achieve quality when you deploy to production many times each day? What should testers do when there is no time for a “testing phase”? These are some of the questions many in the testing community ask as the software development industry moves toward this new paradigm of design and delivery.

In the days before Agile, programmers were often arrogant. They acted as if a business domain was complicated or messy only because the people in that business were not clear thinkers. So our programmers wrote code for a “rationalized” domain — for the way the world *should be*, rather than for how it is. Then — if they were lucky — the programmers would move on before everyone discovered the good reasons for most of what they’d ignored.

Agile programmers are supposed to be more humble. They are supposed to want to learn the domain — not with the goal of “fixing it”, but so they can effectively collaborate with their customers: understanding what they want, being able to explain alternative implementations in understandable ways, and so on.

Learning a domain is a skill, just like anything else. But it’s not something people are normally taught. Instead, programmers are just dumped into a project and told to learn the domain, somehow.

But actually people have been learning complex and subtle domains for thousands of years. This talk will talk about two ways that they’ve done it — ways that you can apply to your next project.