Conference Programme

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Published 15/04/2014

Tiptoeing Elephants
Stuart Mitchell, Global Programme Manager for Agile@HSBC
In an environment of ever increasing regulatory pressures we examine how the future of Software Development may look and how best to balance a company’s frequently conflicting needs of robustness and appropriate governance, with the need for speed into Production.

Agile Governance and the Role of Management
Christoph Johann Stettina, Research & Innovation,Centre for Innovation The Hague and Universiteit Leide

The Road to Enterprise Agility is Paved with Good Intentions
Dave van Herpen, Sogeti Netherlands

  • Why is Agile software development or Scrum simply not enough to make your enterprise truly deliver on the Agile promise?
  • How to involve other stakeholders, like operations, architecture, portfolio management?
  • What methodologies/philosophies contribute to this integration (e.g. DevOps, Lean, and SAFe)?
  • What instruments (people/process/technology) enable this enterprise approach?
  • Fit for future: moving from Agile to Antifragile

PANEL: Audits for Assurance & including questions from the floor.
Participants: All speakers

Properly governed Agile projects – From investment appraisal to delivery of business value
Andrew Craddock, Nlighten Agile Services

  • Projects as part of a portfolio
  • Shaping an Agile project for success
  • Achieving on-time, on-budget delivery
  • Monitoring and Control in an Agile Project
  • Achieving regulatory compliance in an Agile project

Being in Control through People Factors
AnkoTijman, Managing Consultant Agile & DevOps, Ordinia
Most governance in organisations is focused on the hard facts: time, money, scope, process, etcetera. But Agilists know that that is only half the cake of being in control of a project. In this session the success factors of being in control in an Agile way will be presented: Trust, Motivated people, Coherent teams, Effective collaboration practices and a Common Goal. Each of these principles will be explained with a practical
example based on experience.

Agile governance needs agile architecture
Jan van Santbrink, The Future Group
Architecture needs to radically change to act as an agile partner in governance. But it also holds the key to effective governance. Governance is a tactical process to ensure that all activities in an organization are executed as intended. This includes a top-down management strategy and a bottom-up quality process. With agile this process will be much more focussed on business outcomes, but without architecture it will not be effective. Because architecture provides the structure on which to build anything. We have a clear vision of how architecture in an agile mindset plays a key role in governance.

 

TOPICS TO BE COVERED:

  • Governance as an Enabler of Agility
  • Agile Practices: Challenges and Solutions
  • Organisational Culture; Team working
  • Quality procedures
  •  Reducing risks and “surprises”; Audits for Assurance
  • Innovation
  • Process frameworks for value
  • Quality and vision
  • A Business Case: Benefits and Value propositions