Session type: Bonus
Business Slides & Video 2014
Welcome to the business track, in these sessions we explore what being an agile business means within the software industry and beyond. We look at agile extending beyond software teams and into marketing, design, sales, HR, finance and business strategy.
Business Keynote : Bjarte Bogsnes : Beyond Budgeting – an agile management model for new business and people realities
- Allan Kelly (Software Strategy) Agile – beyond software?
Slides // Video http://youtu.be/Y2Oelv_5WA0
- Flavius Stef (Mozaic Works) Stop Throwing Money Out the Window
Slides // Video http://youtu.be/dXM_n6f7cTc
- Belinda Waldock (Oxford Innovation) Agile Innovation
Slides // Video http://youtu.be/qNVO6a_2E48 // Blog http://belindaw.wordpress.com/ 4 min client video Feedback Video http://youtu.be/eoxxsfXsulQ
- Kevlin Henney (Curbralan) Worse Is Better, for Better or for Worse
Slides // Video http://youtu.be/FYOmz5f6Zh8
- Frances Bonnington Doing Even Better Next Time: a retrospective on implementing Scrum in a non-engineering team
Slides // Video http://youtu.be/2mnHlOsKyQg
- Lynda Girvan (AssistKD) Putting the BA into BAcklog : Agile in the business context
- Arber Pllana (Unruly) – Growing a Company using XP
- Tom Sedge (Timeless Change) TFDD For Business Strategy: Developing Agile Business Strategies using Test-First
Video http://youtu.be/8Yo5naSTvzs // Slides
- Rachel Picken (MPAD) Adventures with Agile and Lean
Videohttp://youtu.be/xINFpEFF5Wc // Slides
- Kris Lander (Energized Work) Contracted to deliver outcomes not features
Slides // Video http://youtu.be/POdDd674wAQ
- Bazil Arden (RippleRock) How Agile helped RDT rediscover its Innovation Mojo
Slides // Video http://youtu.be/Hp7cFPrSGGU
Business Keynote : Bjarte Bogsnes : Beyond Budgeting – an agile management model for new business and people realities
“It is also about rethinking how we manage organisations in a post-industrial world where innovative management models represent the only sustainable competitive advantage, and releasing people from the burdens of stifling bureaucracy and suffocating control systems, trusting them with information and giving them time to think, reflect, share, learn and improve.
“Above all it is about learning from the many leaders who have built and managed ‘beyond budgeting’ organisations and this is why I’m delighted to be coming together with like-minded pacesetters at Agile on the Beach.”
- The Statoil implementation journey
- The problems with traditional management, including budgeting
- The Beyond Budgeting principles and companies on the journey
- Statoil’s “Ambition to Action” model;
– redefining performance – dynamic and relative targets and a holistic performance evaluation
– dynamic forecasting and resource allocation and no traditional budgets
– from calendar-driven to event-driven; a more self-regulating management model
- Implementation experiences and advice
Bjarte Bogsnes has a long international career, both in Finance and HR.
He is currently heading up the Beyond Budgeting implementation at Statoil, Scandinavia’s largest company with operations in 33 countries and a turnover of 130 bn USD.
Bjarte is Chairman of Beyond Budgeting Round Table Europe (BBRT), and is a popular international business speaker and winner of a Harvard Business Review/McKinsey Management Innovation award.
He is the author of “Implementing Beyond Budgeting – Unlocking the Performance Potential”, where he writes about his implementation experiences.
Statoil realized that traditional leadership and management practices no longer work in today’s competence organizations operating in business environments more complex, dynamic and unpredictable than ever. The company implemented innovative alternatives to traditional management, like abolishing traditional budgets and calendar-based management in favor of more decentralized, agile and human processes.
Session and Speaker Details
Agile is most closely associated with software development, Agile software development to be precise. That’s enough to put people off right there and then. But for those who listen long enough invariably ask the big question: “Does Agile work outside of software?”
That is the question Allan Kelly will attempt to answer in this presentation. He will look at what Agile is, where it came from, where else we can find things like Agile, what examples we have of Agile outside of software and examine what lessons Agile gives for knowledge workers in general.
Allan Kelly has held just about every job in the software world, from system admin to development manager by way of programmer and product manager. Today he works helping teams adopt and deepen Agile practices, and writing far too much. He was personally involved with bringing Agile working to many Cornish companies and establishing the Agile on the Beach conference.
He is the author of two books “Business Patterns for Software Developers” and “Changing Software Development: Learning to become Agile”, the originator of Retrospective Dialogue Sheets (http://www.dialoguesheets.com), a regular conference speakers and frequent contributor to journals.
Stop throwing money out the window Slides PDF
“This talk is about the lean startup movement and how its ideas can be applied in order to incrementally build a product based on validated learning.
We will discuss how adding features without first identifying our assumptions leads to waste. We’ll then see how experiments in the form of minimum viable products can help us reduce product risk and build useful products.”
We have learned how to build software: Extreme Programming gave us the developer tools and Scrum the project management tools. But we are still investing a lot of money in our ideas and most of them fail. 9 out of 10 startups are unsuccessful. Why is that? One reason is that we still make assumptions about our users’ needs. Repeat after me: “”I am not my user!””
This talk will discuss minimum viable products, validated learning and continuous deployment: how to write the minimum amount of code that can teach us something about the user and only then developing the full feature (instead of waiting to have the perfect feature that maybe nobody wants).
As an agile/lean coach and trainer, Flavius helps teams become better. He helps them increase collaboration and communication, focus on quality and listen to their customers in order to build great products.
In order to catalyze change, he uses tools from XP, Scrum, Kanban, software craftsmanship, lean and systems thinking.
Client video played in session
Cornish businesses continue to adopt the agile methodology and philosophy , not only in the software sector but now more widely through the Agile Innovation project led by Belinda Waldock part of the ERDF Grow Cornwall programme.
This year Belinda reports on a spectrum of business and their success in adopting agile for project management, improving the strategic agility of their business models to evoke growth. The session will share case studies and new tools and materials adapted from agile.
Belinda is a Business Coach and ICT Specialist at Oxford Innovation working on the Grow Cornwall Project. She has a background in supporting businesses in their adoption of the internet and ICT to enable growth.
Belinda is also a part of the Agile on the Beach core team and leads on marketing.
Nearly two and a half decades ago, Richard Gabriel proposed the idea of “Worse Is Better” to explain why some things that are designed to be pure and perfect are eclipsed by solutions that are seemingly compromised and imperfect. This is not simply the observation that things should be better but are not, or that flawed and ill-considered solutions are superior to those created with intention, but that many solutions that are narrow and incomplete work out better than the solutions conceived of as being comprehensive and complete.
Whether it is programming languages, operating systems or development practices, we find many examples of this in software development, some more provocative and surprising than others. In this talk we revisit the original premise and question, and learn that in the current Agile climate it is an approach that can still teach us something surprising and new about product development.
Kevlin is an independent consultant, speaker, writer and trainer. His development interests are in patterns, programming, practice and process. He has been a columnist for various magazines and web sites and is co-author of A Pattern Language for Distributed Computing and On Patterns and Pattern Languages, two volumes in the Pattern-Oriented Software Architecture series. He is also editor of the 97 Things Every Programmer Should Know book and site. He is a previous keynote speaker at Agile on the Beach.
This session will tell the story of how a team comprising of marketing, customer support and agency relations experts used Scrum to improve its communication and alignment. It will look at what went well, what we could have improved, what failed utterly and what we learned in the process!
Last October the Growth team at IT startup Pusher decided to have a go at using Scrum. Comprising of marketing, customer support and agency relations functions, the team needed a process that helped it better communicate and align internally.
Using the format of a sprint retrospective, this session will look at what went well, what we could have improved, what didn’t work at all, and what we learned from the whole experience. It will talk about the specific processes and tools used and there will be a chance to discuss and share experiences.
You will come away from this session with an idea of what elements of Scrum work well for non-engineering teams along with (hopefully) some new ideas for running sprint retrospectives.
Frances is a Scrum Master at NewVoiceMedia. She came to agile via the roundabout route of PAing and Office Management. A Certified Scrum Master and avid attender of London Agile MeetUp groups, she has formerly worked with technical teams at the University of London and non-technical teams at Pusher, before joining the development team at NewVoiceMedia earlier this year. In her spare time she likes to read the novels of Ian (M) Banks and plant vegetables.
“Business Analysis is a growing profession helping organisations to manage business transformation. BA’s work across the business change lifecycle; developing early understanding of business needs and ensuring IT solution meet these needs. Agile philosophy and techniques are fundamental to BA work. Lynda will share her agile BA experience in the public sector and show how applying agile principles and techniques has enabled her to transform business operations in IT and non IT departments”.
Putting the BA into Backlog : Agile in the business context
Business Analysis is a growing profession which is helping organisations to manage business transformation in an ever changing and complex world. BA’s work across the business change lifecycle; they develop early understanding of business needs so that the right projects are funded for the right reasons and ensure that the solutions are developed that meet these needs. As a result, the Agile philosophy and techniques are fundamental to BA work.
Lynda will share her experience of being an agile BA in the public sector and how applying agile principles and techniques has enabled her to transform business operations and improve performance in both IT and non IT departments. Lynda’s experience demonstrates that agile approaches are not just reserved for developers but can – and should – be utilised by business analysts in the wider business context, thus paving the way for agile development to succeed.
Lyn believes that BA’s are underutilised within agile development approaches and that development teams need to embrace the qualities that BA’s bring in order to enhance the business benefits that IT projects deliver.
Lynda has over 25 years’ experience in the business analysis and IT field as consultant, manager and trainer in both the public and private sector. She has worked in enterprise and strategic modelling and analysis, and worked on product level consultancy and agile coaching. Lynda has experience throughout the business change and system development lifecycles, and has used traditional ‘waterfall’ and ‘agile’ approaches. She is a Member (MBCS) of BCS, The Chartered institute for IT, and is an examiner for the BCS’s International Diploma in Business Analysis and Solution Development.
Lynda has extensive experience of adding value to organisations through her business analysis work and is keen that agile software development is understood within the context of delivering business improvement.
Title: Growing with XP.
Unruly has been applying eXtreme Programming (XP) from the start and is now the leading global platform for social video marketing. We now have 12 offices and employ over 150 people globally. XP is still at the core of how we develop our software products and as our company and customer base has grown, we’ve had to figure out how to shape user stories and form strategic roadmaps with stakeholders spread across Asia, Europe, and USA. Our Product Development team continues to develop new product offerings with rich user-experience while remaining as Lean as possible. Come to this session to hear an honest account of how XP practices hold up after years of tinkering and where we’ve had to make adjustments to adapt to scale.
Arber is the EMEA Product Manager at Unruly, global leaders in social video and dedicated to agile principles since their startup days in 2006. Arber has a cross-functional background that spans Operations, Product Support and Product Management. He has seen Unruly through a period of rapid growth from a team of just 30 to 150 and now liaises with a globally distributed network of stakeholders. Arber works at the heart of Unruly’s XP product development team facilitating the incubation of user stories and researching new ideas that feed into our Activate product set.
Tom Sedge (Timeless Change) TFDD For Business Strategy: Developing Agile Business Strategies using Test-First
We examine how to apply the Agile principles of Test-First-Driven-Development to Business Strategy. We explore the nature of useful tests in the strategy space: what can we measure and what is useful?
This highlights the crucial importance of a quantifiable mission & vision that lend themselves to tests. Through the example of a Public Sector loans business, we explore how to define and apply tests to a target operating model, corporate structure down to strategies for specific objectives.
Far too often the business of Business Strategy isn’t anchored in any meaningful methodology and isn’t driven by data. This leads to confused poor decisions and initiatives that make little sense to people on the ground and can directly conflict with good work produced by highly-motivated and committed staff.
Tom Sedge is an independent consultant specialising in Business Transformation, Service Design and Cultural Change using Lean, Agile and Systems Thinking approaches. A challenger, innovator, motivator and doer frustrated with the paper-driven analysis-heavy mindset of traditional consulting, he founded The Ambitious Manager (http://www.ambitiousmanager.com) to provide insight, strategies, tools, advice and services to ambitious managers and leaders who are passionate about improvement, willing and able to take action and ready to start.
Most of his time is spent in the “upstream” space, drawing on his background as a software developer, programme manager, agile coach and management consultant to bridge the language gap between IT and the rest of the business, enabling people to realise the full potential of focused end-to-end collaboration. He still writes code every day.
Confused about Agile and how it might apply to non-programming business contexts? Baffled by the jargon? No worries! Here’s one woman’s pick and mix approach to applying the easier bits of Agile and Lean methodologies to both business and marketing practices.
This session will cover experiences and examples of how Agile can benefit new business development, project planning, client relationships and executing PR and marketing campaigns with impact.
The aim of this session is to present easy, bite-sized pieces of information about how Agile and Lean approaches could fit into creative consultancy, PR and business services.
Agile and PR – what’s the point in planning, anyway?
According to PR theory, excellence in public relations is about planning 70 % of your activity, with the remaining 30% reacting to change. Is this still relevant in 2014? This part will present feedback from different spectrums of PR activity – from thoroughly planned to completely reactionary, and how Agile could be the way forward for the PR industry.
Agile and creative consultancy – how to crack on with the fun stuff whilst staying strategic and evaluating your impact.
Value Stream Mapping and the Creative Agency – Our adventures with a piece of long, brown parcel paper, some weird symbols, and what it told us about our business. With Value Stream Mapping, there’s nowhere to hide.
Easy ways to introduce Agile to your business today – A handful of things you can execute as soon as you get back to your desk.
Rachel Picken is a director at Cornwall-based communications agency MPAD. A self-confessed frazzled mummy of two, and one half of a husband and wife team, she found on returning to work after maternity leave that her productivity skyrocketed because she simply didn’t have time to sweat the small stuff. Adopting Agile approaches, albeit on a basic level, have been part of that.
A member of the Chartered Institute of PR and accredited PR practitioner, she has researched the application of Agile methodology within the PR planning process. She has also explored application of Value Stream Mapping to a communications agency, which has helped to unlock growth and greater profitability within the business. Within professional practice, Rachel’s main interests lie in PR strategy and evaluation, crisis communications and issues management, and working with third sector organisations.
In this session I will talk you through how Energized Work have tried (and often failed) to solve the agile contract problem with our clients in the past, how we have made breakthroughs in solving the problem today and how we hope one day to work with all of our clients in the future. You’ll see how our approach mirrors the evolution of our company and methods over the years.
Like many companies born out of the agile movement Energized Work has struggled over the years on how best to enter a commercial agreement with a client to deliver software solutions.
Many of the core agile principles and methods of delivery are simply at odds with the fixed scope, fixed time and fixed cost contracts that continue to dominate our industry. From the perspective of the client it is easy to understand the problem: they want to know what they are getting for their money, how long will it take and how much will it cost. What sane person would hand over their money without reasonable guarantees of delivery?
But as we all know this is tends to be extremely problematic when dealing with the uncertain world of building software and the products and services that are dependent on them. We’ve learnt hard lessons that teach us the folly of big upfront specifications and making promises that we might not be able to keep. We’re all sold on starting small, delivering early and often, adapting to change and iterating our way through an ever changing backlog of stories that we believe will deliver value. Traditional contacts are an largely an anathema to what we believe are better ways of working.
In this session I will talk you through how we’ve tried (and often failed) to solve the contract problem with our clients in the past, how we have made breakthroughs in solving the problem today and how we hope one day to work with all of our clients in the future.
You’ll see how our approach mirrors the evolution of our company and methods over the years as we’ve shifted our focus from being able to quickly and predictably deliver quality software end-to-end through to our current approach in the design and engineering of business outcomes for our clients.
You’ll see how we commit to delivering a scope of outcomes not features. I’ll show you why defining and quantifying business requirements has never been more important to successfully delivering for our clients and how when done right it actually widens our scope, flexibility and autonomy to design and manage our work in the best way possible.
Kris Lander : I started my career in software industry in the middle of the first dot.com boom and have experienced the good, the bad and the ugly working in various industries including media, travel, energy, finance and government. Having first earned my stripes as a developer passionate about technology, engineering and craftsmanship, I am now equally passionate about what makes teams, products and organisations better. I draw on a increasingly wide range of interests such as positive psychology, game theory, design thinking and the latest developments in the software community in my quest to maximise human creativity and happiness.
I am currently a director of Energized Work and I am deeply committed our mission of Engineering Better Businesses.
RDT provides software solutions to large Insurance companies. RDT’s innovative origins were slowly eroded by the need to deliver and support complicated solutions at bigger clients. The level of customisation to the core product slowed down product evolution. Within 6 months of adopting Agile, RDT launched a highly innovative web-based ratings engine enabling Insurers to fundamentally change the way in which their products could be priced, leading to a new kind of partnership with key clients.
RDT has adopted Agile across the organisation and has begun to redefine its relationships with clients. After initially winning some of the largest insurance agencies as clients through its innovative solutions, recent growth has come from deepening those relationships through the increased trust and transparency that Agile generates. Some clients now pay for an RDT team and then simply guide a backlog of work to that team. This is very different from the previous project-based work with all its planning and contracting ‘waste’.
RDT followed up with other attention grabbing web-based solutions and are looking at extending their reach further into their clients’ hosted environments by sharing the knowledge gained on automated testing and deployment.
The company has doubled in size in less than 12 months and recruitment of local scarce talent appears to have got easier by offering people a more interesting and creative place to work. They are now moving into funky new offices – designed around the Agile way of working.
Bazil Arden has been working with companies adopting Agile since 2006. After a few years of coaching Scrum and consulting at a team level, his focus has now moved onto the organisational level adoption of Agile and Lean principles.
Bazil works with marketing and product managers to extract the key value from their projects, using Lean Startup ideas, through the effective system-level optimisation to enable the continuous delivery of value to users.
Bazil is a Director of Ripple Rock and has recently worked with a variety of clients including: Tesco.com, Moonpig, Unum, Merck, Rolls Royce (OSyS), Sapient and Sungard
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