Agile Showcase Dublin: Transition and Transformations, 24 May 2017, Dublin
At present times, Agile communities are everywhere and the Agile philosophy is being adopted by more and more organisations. This cooperative, iterative approach to development—or any problem-solving process—that favours multiple, small, rapid releases over fewer large-scale ones is showing stakeholders and unhappy end users how to manage time and money. The key is to embrace change and focus on customer desires and feedback. All this allows agile businesses to provide almost immediate responses to shifting customer demands.
Stalwart thought leaders and practitioners share their views and “know-how” to transition and transform with different processes and attitudes to change. The conference thus provides the perfect occasion for delegates to get involved in the conversation, ask questions, learn about best practices and stay together in the Agile initiative, where Agile has its roots in working, sharing and innovating.
Joint morning session with Testing Showcase and DevOps & Microservices Showcase
Agile, Testing and DevOps: Are they a Separate conversation or a progression of capability?
DevOps, Testing and Agile have shared environments that facilitate working together. These three methods are more than simply adopting new tools and processes and the synergy involves building a development and a stable Continuous Integration (CI) infrastructure, as well as an automated pipeline that moves deliverables from development to production. They can work together and the entire build process should be transparent, and it should enable and support development and operations. This transformation depends on: significant changes in culture; roles and responsibilities; team structure; tools and processes.
The Round Table session is the last of the joint morning session with the other two co-located events. This session is for 45 minutes of which there will be around ten minutes for a general summing up at the end. The speaker at each table will have a set theme and delegates join any table that they are interested in. They are given all the topics with their joining instructions and again at the time of registration and so make their choice on the topics that they want to attend. This is a discussion group and so no presentation slides are necessary, but please submit a topic if you would like to chair a discussion on a topic related to Testing, Agile and DevOps
Benefits of attending:
Mr. Patrick O'Beirne, Managing Director, Systems Modelling Ltd
Ken Thompson, Managing Director, Dashboard Simulations Ltd
1. To review where GBL can provide the best returns in terms of developing your technology leadership and your team leadership skills.
2. To identify the key foundations and pitfalls to avoid for the successful adoption of GBL.
3. To illustrate GBL with real project examples and live game participation with the audience
* The pros and cons of GBL
* The key foundations for successful GBL
* The Different types of Game
* Top leadership skill areas for GBL illustrated with real projects and Live audience interaction:
— Project/Team Managemen
— Commercial Acumen and Business Awareness
— Collaboration & Competition
— Conversational Skills
* Q&A and Discussion
Martin Gutenbrunner, Technology strategist, Dynatrace
Devs have IDEs with code completion and syntax highlighting, version control, Unit tests, CI/CD, pre-prod environments, and – as of lately – even microservice platforms like RedHat’s OpenShift, Pivotal’s CloudFoundry or Microsoft’s ServiceFabric (just to name a few). Ops have logfiles, …, charts, …, uhm, and, …, did I mention logfiles? This talk focuses on what DevOps does or should do for Operations (which includes the Operating Coder). For one, this means tools we’re still missing (especially in the open source space), plus things that developers should do to support the non-coding fraction as well as possible. After all, it’s their task to operate apps and services they did neither plan nor architect nor develop.
Dave Snowden, CTO Cognitive Edge
Too many methods and techniques in software development are simple recipes derived from limited and partially understood cases. They treat the organisation as if it was a complicated machine rather than a highly complex and ever shifting, frequently fragile ecology. This presentation will introduce the award winning Cynefin framework and will introduce ideas from complexity science, biology and the cognitive sciences which allow us to manage conditions of inherent uncertainty.
Senan Coffey, IT Project Manager/QA Lead, Fidelity Investments
Cliff diving is not an agile practice; it’s a highly dangerous, energy fueled sport only for thrill seekers. Why do we like to deliver software in this fashion. I have worked on and supported scrum teams where, at release end we were faced with last minute changes that had serious knock on effects. Code would continue to be delivered late so stories would end up closing very late in the sprint cycle.
We needed to STOP: Inspect, adapt and find improvements. The following activities were implemented to drive a more free-flowing delivery of work and to ensure no last minute changes or delivery of code.
• Fearless Journey, Team Reboot, Retrospective Channels, PowerPlay, Collaborative tools over email, Roles and Responsibilities, Team Elaboration/Estimation/Planning, CI/CD, Automation, Code freeze dates.
This presentation will discuss how the above activities were implemented and the ways they benefited the team.
Paulo Dias, Agile Transformation Lead, Barclays Investment Bank
Have you ever asked yourself which metrics you should use to drive the correct behaviour in your teams? With so many different metrics available, people often believe that all metrics have the same equal value. We will look into a selection of good actionable metrics that you can use in your dashboards to improve performance of your teams.
Vispi Shroff, Agile Coach, AIB
In this talk, Vispi takes a look at the Integral Model, a holistic approach to looking at various systems, and adapt it for a team or organisational system. A tool to drive continuous improvement holistically across a system, he looks at the possibilities and the implications of agility evolving within evolving organisations. An interactive session where the delegates will come away with some tangible ideas for improvement of their system.
Sowmya Halappa, Agile Line Manager, LM Ericsson Ltd
Agile organizations lean on continuous delivery and continuous feedback. The product is continuously measured: metrics help in making data-driven decisions, they provide insight into how successful the changes implemented were, they demonstrate the net value delivered to the business, and they help to take action to correct and prevent issues.
Metrics should evolve with technology and business needs. We will discuss how Ericsson came to implement actionable metrics.