Gatineau-Ottawa Agile Tour 2017

Mon, Nov 20
Timezone: America/New_York (EST)
07:00

    Registration and Breakfast - 90 mins

08:30

    Agility in the Face of Perplexity - 60 mins

09:30

    Break - 15 mins

09:45
10:30

    Break - 15 mins

10:45
  • schedule  10:45 - 11:30 AM place Room 201 people 12 Interested star_halfRate

    Lean UX research is essential to guide and validate what exactly is the 'Minimum Viable' to launch a Minimum Viable Product, especially in government.

    In this talk, I'll describe how user research insights helped us understand, design and launch Canada's first online open-source regulatory consultation. The first research participant identified a significant hole in our assumptions - and predicted that we could miss the minimum viable mark. It helped us course-correct, and plan ahead for the next development iteration.

    The other customer group was the government. We applied lean UX research techniques to understand the government analyst team's journey and needs, and then to co-design with them as the analysis site MVP was developed, and as the commenter data flowed in.

    I'll describe how the insights from the research helped us meet the Minimum Viable mark for the government customers, understand how and why we missed the mark with the specialist customers and how you can apply lean UX research techniques to ensure you don't iterate your way to a useless product.

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    Nancy Wu

    Nancy Wu / Sriram Natesan - How I changed a team by doing "nothing"

    schedule  10:45 - 11:30 AM place Room 202 people 28 Interested star_halfRate

    Are you struggling to implement change in your organization? Is your team resisting your influence? Does your team believe they are a high-performing, mature team, therefore do not need to change? Are you actively trying to bring about improvements without results?

    If this is you, then you need to stop what you're doing. Yes, stop everything and do 'nothing'. This means stop pushing against the resistance, stop driving people onto the Agile bandwagon. Instead, influence your environment by telling stories, model the behaviours that you would like to see, and most importantly be real.

    This talk illustrates a different approach to initiate change. Attendees will walk away with a list of pragmatic techniques to influence teams.

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    Jim Reed

    Jim Reed - Agile, Continuous Delivery and DevOps on Qlik Sense Cloud

    schedule  10:45 - 11:30 AM place Room 209 people 22 Interested star_halfRate

    Qlik is on a journey evolving from a monolithic enterprise product released three times per year, to a cloud first microservices based product deployed multiple times per day.

    This presentation describes our approach to Agile, Continuous Delivery and DevOps on Qlik Sense Cloud. It discusses some of the impacts Continuous Delivery and DevOps have had on our Agile processes and shares some of what we’ve learned over the past two years developing Qlik Sense Cloud.

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    Gillian Lee

    Gillian Lee - Teams Want a Quick Game to Learn How to Deliver Value Faster

    schedule  10:45 - 11:45 AM place Room 210 people 33 Interested star_halfRate

    Agile helps you deliver value to customers faster. Good user stories allow you to capture, prioritize, communicate, and deliver on that value. In my experience, a major impediment to writing good user stories in the real world is a lack of example stories. Here is a set of games that incorporate 80 examples of good and bad user stories. The games are easy to learn, play, and teach and take just a few minutes. Come play and enjoy sharing them with your friends and co-workers!

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    Ellen Grove

    Ellen Grove - Asking Over Telling: Using Humble Inquiry to Build Great Teams

    schedule  10:45 - 11:30 AM place Room 211 people 42 Interested star_halfRate

    More asking, less telling. As an agile leader, adopt the approach of humble enquiry to build relationships, increase trust and collaboration, and deal with the challenges of organizational transformations.

    "Humble enquiry is the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person." - Edgar H. Schein

    Working in an agile way asks us to rethink how we relate to each other as we tackle complex problems and challenge the traditional structures of our organizations. Humble enquiry - the art of asking instead of telling - is a critical skill for agilists who seek to improve collaboration and address difficult problems head on. Inspired by Edgar H. Schein's book 'Humble Enquiry, this workshop will teach you the fundamentals of how to do more asking and less telling. Through mini-lectures and interactive exercises, we'll discuss the different types of questioning, consider the forces around and within us that inhibit our ability to ask instead of tell, and examine how this powerful technique can improve collaboration within agile teams as well as help to address some of the challenges of agile transformations.

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    Ranjith Tharayil

    Ranjith Tharayil - Change Vector Tracking in emergent design

    schedule  10:45 - 11:30 AM place Room 212 people 5 Interested star_halfRate

    A reflective design approach to achieve software design agility by modelling change as a vector and tracking it to aid refactoring decisions.

     

    Preface about the talk

    Software design is a field that has always fascinated me and I have tried to be an obedient student trying to learn this art. Like any other design problem, software design is also a wicked problem. Horst Rittel and Melvin Webber defined a “wicked” problem as one that could be clearly defined only by solving it, or by solving part of it .This paradox implies, essentially, that you have to “solve” the problem once in order to clearly define it and then solve it again to create a solution that works.

    Hence you need an architect with magical powers to get your design correct in the first go .This is the core philosophy behind emergent design in which we do not think too much about future . As Uncle Bob sarcastically points out, your customers somehow knows your design and they will come up with a requirement that will break your assumptions and thus your design. In emergent design you embrace aggressive refactoring religiously and few teams rebelliously for the good. It has also been observed that during emergent design refactoring step more focus is towards class design than higher abstract architecture elements. This creates technical debt which can go unnoticed for a long time.

    In this talk I will be introducing a novel technique called change vector tracking that will address the above described problem. Change Vector Tracking is a reflective design approach to achieve software design agility by modelling change as a vector and tracking it through ceremonies like Change Vector Tracking meetings.

    Change vector tracking doesn’t prevent customers from coming up with requirements that would invalidate previous design assumptions, it helps us in monitoring these changes and aids in making informed decisions of where and when to redesign. It helps us keep a check on design debt which otherwise would be overseen and not addressed at the right time .Design debt is invisible to tools initially, only when it grows beyond a scale tools can catch it. Change vector tracking is a technique to capture this design debt in a very early stage. “A stitch in time saves nine”.

11:45

    Lunch Break - 45 mins

12:30

    'Tis Better to be Effective Than Efficient - 45 mins

13:15

    Break - 15 mins

13:30
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    Shahin Sheidaei

    Shahin Sheidaei - Facilitation ≅ Coaching @ Scale

    schedule  01:30 - 02:15 PM place Room 201 people 22 Interested star_halfRate

    Everyone is doing it! Not very good at it though. If you ask them, every single one of them tells you they are great at it. I am talking about Facilitation!

    Everyone is thinking they are doing it. Many of them have an idea about it, maybe through word of mouth. The funny thing is that everyone is claiming to be great at it. This time, I am talking about Coaching!

    Facilitation is what we do on a daily basis, no matter what our roles are. If we are talking to more than one person, we are probably using some facilitation techniques. People that are working with teams use that more often. Facilitation is a human centric activity. It gets more complicated and more complex by the number of people involved, and that's not the only factor. There are many factors involved in that.

    Coaching is not something we necessarily do on a daily basis unless you are a coach; and a coach by heart. It is very easy to call yourself one and not be one. It is hard to be a coach. Coaching is a deliberate stance we take. In coaching, depending on your client's situation, you use different tools and techniques.

    In their core, Coaching and Facilitation are not very different. One is mostly focused at a person's personal level, and one at a group's personal level. When you look at the group as one entity, you can apply techniques and tools for both. Similar to the scaling challenges you might have encountered, you can not necessarily apply the exact same techniques and tools to the bigger picture. However, you can rely back on the pillars of Coaching, Facilitation and vice versa.

    Shahin is a passionate Coach and an enthusiast Facilitator. Please join him for a session to talk about Coaching and Facilitation; the techniques that we can use and apply no matter who and how many people are we interacting with. Let him share with you his personal coaching & facilitation experiences, and through that to help you identify your own unique charismatic stance of Coaching and Facilitation.

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    Stacey Vetzal

    Stacey Vetzal - Strengthening Shared Team Values Through the Four Rules of Simple Design

    schedule  01:30 - 02:15 PM place Room 202 people 18 Interested star_halfRate

    Over the past few years, I’ve found incredible flexibility in building my technical coaching practice around the "Four Rules of Simple Design", originally penned by Kent Beck back in the ‘90s.

    The Four "Rules" have resonated with many developers over the years, and have a wonderful lack of specificity. These tiny pearls of wisdom are so simple and flexible that they have caused many an argument. They have even been called generative – that is we can derive many of our practices and small-scale architecture by extrapolating on them.

    As such, they provide fertile grounds for growing consensus on the thousands of decisions your team should be making together.

    1. Tests Pass – How does your team test the code you deliver, and at what level(s) of abstraction will you decide to test?
    2. Express Intent – How does your team arrive and socialize common understanding so that the intent in your code is always clear to every team member?
    3. Don’t Repeat Yourself – What strategies do you use to ensure your team knows what behaviour is present in your code, and how to leverage it without duplication?
    4. Small - What dimensions will you measure so that you continue to derive the maximum level of value from a minimal amount of code?

    Code that follows these rules has a natural agility. Tests give us confidence to make change. Clear intent helps us find what needs to change. No duplication means we make the change only once. Small means we aren't getting lost on our way to making the change, and allows us to make more meaningful change with less effort.

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    Lee Elliott

    Lee Elliott / Chris Kaknevicius - Case study: The magic of measuring agile adoption in a large organization

    schedule  01:30 - 02:30 PM place Room 209 people 16 Interested star_halfRate

    “Are we agile yet?”, “Can you get me some metrics on our agile adoption?”, “I want to measure the effectiveness of our agile teams, get me some metrics to do that.”!!!

    These are scary questions that can get asked of you from your executives. We’ve all been there. What are you supposed to do? How do you (politely) tell them no, yet still provide your teams with information that will help them? Most importantly, how can we actually help a large set of teams understand their own journey towards adopting agile practices?

    Chris and Lee have worked with over 70 agile teams and created an approach that allowed the individual teams to understand where they were on their agile journey while maneuvering through the minefield of executives that wanted performance metrics to hold teams accountable.

    This session will be a review of what the challenges were during this process, how they were accepted and mitigated and how the teams were able to get good insight into their agile adoption and performance.

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    Andrea Kvasnica

    Andrea Kvasnica - Congratulations! You are now a Product Owner

    schedule  01:30 - 02:15 PM place Room 210 people 34 Interested star_halfRate

    How big is the difference between waterfall, agile, or a hybrid project management framework? It's BIG!

    Our company went through an agile transformation at about this time last year, and we quickly realized that we had our work cut out for us.

    The change affected the whole company, whether it was the development team, clients, finance, etc. It affected our internal processes, project work, even the tools we used to run our projects.

    We had a lot to figure out, and at the top of the list was our new roles.

    I want to share the process and challenges our company had gone through, in selecting who will play what role. We started as Project Managers and Technical leads, and transformed to Product Owners, and Scrum Masters.

    This talk will break down our starting point and transformation, as well as our challenges, experiments, and lots and lots of fumbles. But all to end at great lessons learned, and solid teams.

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    Caroline Sauve

    Caroline Sauve - Coaching and Facilitation Workshop

    schedule  01:30 - 02:30 PM place Room 211 people 13 Interested star_halfRate

    As seasoned Agile gurus and practitionners - we may well encounter situations where individuals or teams will "get stuck" in their efforts to improve. Enter coaching and facilitation skills to support and help break through these tough problems collaboratively.

    This workshop will establish and put into practice some of the core skills of a coaching stance - both one-on-one and in the context of a team.

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    Nicolas Mercier

    Nicolas Mercier / Frédéric Paquet - Strategic Portfolio Management With Kanban

    schedule  01:30 - 02:15 PM place Room 212 people 21 Interested star_halfRate

    Portfolio management is a key aspect of organizational performance. The ability to visualize upcoming projects, projects in progress, the process of value creation, the dependencies, the ability to share a common vision and to throttle the work in progress based on organizational capacity are all contributing elements to the effectiveness of an organization.

    Unfortunately, the shared vision of a portfolio is too often buried in a tool shared with too few people and does not help the organization build a global and cohesive plan of action.

    But when we think about it... Value chain, limiting work in progress, transparency, flow... have you ever thought about using Kanban for portfolio management? Seems like a great idea!

    Create alignment around what delivers value to your end-users, use cadence to move forward, help shape a new organizational culture, support innovation, continuous improvement, and leadership and unite people around a shared mission, that is what Kanban at the strategic level can bring.

14:30

    Break - 15 mins

14:45
15:45

    Break - 15 mins

16:00

    Evidence-Based Management and Metrics - 45 mins

16:45

    Closing - 30 mins

17:15

    Pub Retreat - 165 mins