Hi guys, we have good news Next Agile Saturday will happen 28. September 2013.
You can register here
Hi guys, we have good news Next Agile Saturday will happen 28. September 2013.
How to use beta testing to widen DoD
Beta testing has been around for long time, but the world around has changed.
We develop software today very differently that we did 5 or 10 years ago.
On this presentation we look on how and if to have Beta testing on modern product developed using Agile methodologies.
I will provide information what Beta testing is and what are the important bits for running it on products running on fast pace.
20 developers, 3 countries, 1 service – a case study
TransferWise is a global foreign payments company that is moving 1M GBP a day. Our dev team went 3 to 20 in the past year, we span 3 locations, experiment a lot and are anxious to get things done. This puts pressure on efficient communication and strong practices.
This talk is a case study of the problems we have been facing and what have been our learnings. You should come if you’ve struggled with distributed teams, nurturing culture and/or fast-growing teams and have a nice chat with similar minds.
We have decided to become agile. What should we do next?
This is a question I hear quite often but it is impossible to pull out
a ToDo list with descriptions of steps that transforms your team into
an agile one. Instead of answer a number of questions arise – who is
this “we”? why it was decided to become agile? what do you know about
agile or what you think you know about agile? how you define “agile”?
It means that before any possible answer to a question what to do next
or advise how to continue we should have common understanding of what
agile is and means.
This session is targeting beginners. We speak about and discuss the
reasons what drives people and teams toward agile methodologies, what
should you think about before making decision about using (or not
using) agile methodology and what are the prerequisites of success
while adopting agile methodology.
What got you here, won’t get you there. Moving from a technical specialist to a leadership role
The reason for your promotion was your good work as a technical specialist. Having the most seniority makes also total sense why you were promoted to managing people. The new role came without a memo, manual or training.
- What should you keep in mind while making the most in your new role?
- What should you do differently?
- How can you help a colleague in this position?- How to develop the necessary skills and competencies?
- What are the typical problems of technical specialists in managerial roles and how to overcome them?
For the last two and a half years Nortal ICT specialists have been flying between their homeland and Nigeria. One might wonder what are those guys and an Estonian ICT Company doing so far away from home in the middle of Africa.
In fact, Nortal has a team of experienced PFM-experts who are building up the Public Finance Management for Federal Government of Nigeria together with Hewlett Packard. The project has lasted a bit over two years now.
Although we had a ready-made software package (Nortal PFM) that covered most of the customer´s needs we still had to do a lot of customization work in a challenging and totally different environment compared to our home markets.
My presentation is mostly about our experience in Nigeria as well as interesting hints and tips on how to survive as a software engineer (Agile Management, Agile Software Development) in that part of the world.
Responsible for Business Development in Africa
How to setup a 100 people IT company in one year
If you were asked in July 2012: “would you be able to recruit 100 IT specialists in Estonia in 1 year?”, what would’ve been your answer? Kühne+Nagel hired first employee to its IT Service center in Tallinn on 1st of August 2012. By the end of August 2013 number of employees reached 103.
Kühne + Nagel is a global logistics provider operating today in more than 100 countries, offering seafreight, airfreight, rail & road as well as contract logistics solutions for the industry segments FMCG, Industrial Goods, High Tech, Automotive, Retail, Oil & Gas and Pharma.
Highly effective. Qualitative. Incredibly fast. Transparent. These are the buzzwords that you usually hear when someone tries to sell you a “better” communication method. Instead of only throwing buzzwords towards you, we actually reveal the wisdom behind them.
During our talk we are going to tell you a couple of stories which share the same beginning but due to choices made along the way stories end up in totally different destinations. The stories are from everyday work environment where a bunch of people are coworking while sitting in different rooms. However, which tool creates a basis for communication that allows you to concentrate on your task at hand? And also prevents from you becoming a call centre lady? In our company, Proekspert, we use Atlassian tools to rule our communication – JIRA issue tracker and Confluence wiki.
We award active participants with license packs which include 10 Atlassian Tools, so you can try these out yourself.
Some of the main Scrum goals are to be able to prioritize often and have less paperwork done. This contradicts with the project-based software development where project scope and deadlines are pre-defined and signed-off by customer. This session presents how Videobet has implemented Scrum in such an environment.
- Agile Enterprise Patterns
- Project definition and how it collides with Scrum/Agile values
- The role of the Product Owner in a project-based environment
- The role of the Scrum Master in a project-based environment
- Scrum of Scrums!? Multiple concurrent projects management
- User stories, point estimation and velocity charts – are they relevant at all?
- In-sprint testers role vs. QA role
- Tools and infrastructure to support Agile transformation
Ethan Ram is the chief architect of Videobet, the Tallinn division of Playtech, developing one of the most advanced gaming platforms in the gaming market. Among his recent project he has led the Agile transformation of Videobet development and operations groups to work in Scrum. The project started late last year and is now past its climax. Before Videobet Ethan was working as the R&D manager of a web-based gaming startup where he transformed the development group to work in Kanban with Continuous Deployment environment.
The talk will appeal to delegates who work within an Agile environment, but want to understand more about the bigger picture of a company and how their contribution collectively moves a business forward. It will also be good for delegates who are new to Agile, or those who are thinking of introducing an Agile way of working and what to start off in the best possible shape.
The talk will be given by Clive Smith who is the Group CTO at MYJAR. Clive is experienced in delivering transformation to major financial services companies, such as Deutsche Bank, ING and Gazprom Marketing and Trading. The challenge in place at MYJAR is to lift the bar in Agile capability for this new way of working. It is needed to deliver the systems and process to grow the business by improving the customer experience and creating even more happy customers. Clive will discuss ‘why’ and ‘how’ you go about aligning the people and delivery engine with the vision and strategy of the company. This will then flow into ‘how’ you go about improving all aspects of Agile Project Management over a relatively short period of time to improve efficiency and quality of the deliverables.
MYJAR is a rapidly expanding company who ” responsibly provides small amounts of credit to a UK customer base”.. With a talented pool of enthusiastic and already successful people in Estonia, MYJAR is looking to further develop the company to be a leader in the short term loan market by keeping ‘customer centric’.
Common sense is not so common – last year I have noticed that agile methodology is becoming a mainstream. Microsoft, Apple, IBM, Cisco, or any other – just name it. All are saying that to be agile is important. Can you point at any of these big player that is still courage enough to say that they are doing waterfall? I haven’t seen these dinosaurs lately. So using the agile approach is a common sense, but is it really so common with these Big players? How they had embraced it? I don’t have much to report here. Last 3 years I’ve been very deeply involved as coach and trainer in Agile transition program at Skype. Global and fairly big organization been transformed from project focused organization to the product organization with 60 at the beginning and later around 140 component-based products, from more than 1,5 year product release cycle to 1 month release cycle. And I have to report that it was a pain… Pain of Birth! In this session you will not learn how to escape the pain of agile birth (if you are pregnant with the idea), but you can learn simple and common sense things that can surprise you unpleasantly if you have never heard about them. We will go through the mistakes we did, but also what helped us to win some (important, Enterprise wide) agile battles and to deliver great products. And we will have Q&A session to cover questions important to you. As a result you will be trained when to breathe and stay relaxed until your organization is really ready and all have to push to deliver proper Enterprise Agile.