“What are you prepared to give up? – A story about the agile transformation of ING Netherlands”
ING Netherlands was one of the first corporates in The Netherlands, and one of the first banks in the world, to adopt agile ways of working throughout the entire organisation. The transformation took place 9 months after it was thought of, in big bang style for 2,500 employees at the head office of the bank.
So what happened? Why did it work where previous attempts failed? What did we learn & what are our struggles of today? Most importantly if you want this for your own organisation: what are you prepared to let go?!
Jelmer Koekkoek has been part of the transformation process as an agile coach, and will share the exciting journey of a traditional bank transforming into what became a case study for corporates all around the globe.
To secure your spot, go ahead and register here: https://www.eventbrite.com/e/agile-saturday-xiv-registration-44994750510
Was it Worth It? Measuring the Success of an Agility Project in Business Terms
Transforming a company that is working in “”traditional”” methodologies to “”Agile”” is expensive: management attention, overcoming change resistance, cost of consultants and time spent on re-education and training. Is it worth it? Measuring success in business terms is hard but may be crucial in management buy-in into executing an Agility project.
How will it improve the bottom lines? Can we expect more lines of code to be written by less developers? Can the success of an Agility project be somehow quantified?
This session looks at statistics gathered in my company – R&D, QA, Support, HR and Sales have all contributed their KPI graphs – to try and answer this question. I’ll be presenting some enlightening graphs of before and after a major Agility project that covered many aspects of the company operations. Trying to explain the change both in qualitative AND in quantitative measures. Hopefully, making a clear business case for going Agile.
1. Executive motivations in an Agility project
2. Short overview of the Agile path taken in Videobet/Playtech
3. Looking at statistics gathered in R&D, QA, Support, HR and Sales
4. Making the business case for Agility
a. Serve as an example for an executive level Agility project retrospective.
b. Can be used as a tool in management buy-in for a company-wide Agility project.
BIO: 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.
Too many ways to improve Scrum? Take them all!
Many teams, from small to large, not familiar with incremental and iterative delivery methods, struggle with getting started, keeping the momentum and focusing at the right things. Right tools and technologies can help!
A brief summary of organisational development tools for improving the implementation of Scrum, complemented with a few real-life use cases, where these tools have been used in different organisations – number of teams involved, characteristics, effects, outcomes etc
BIO: 18 years in the field of international software industry, from small to humongous-sized companies. I have collected a few excellent achievements over the years, combined them with many more how-not-to experiences. During the last five years I have been focused on building tools of organisational development to smoothen the merger of technology and business.
Building microservices with Esticade framework
Easiest way to get started with microservices.
How to start using benefits of microservices without worrying about REST APIs, port mapping, configuring endpoints and firewalls or service discovery. We explore the benefits and pitfalls of Esticade framework and show how to achieve scalability, reliability and optimal performance with Esticade (and microservices in general), with minimal time and effort.
BIO: Developer for more than ten years, have been working with many technologies and languages.
#NoComments /* about the worthlessness of comments in clean code */
What #NoEstimates is for agilists, #NoComments should be for all developers who <3 clean code!
Comments are – at best – a necessary evil” (Uncle Bob, “Clean Code”) – Over the years I gathered quite a collection of examples for bad code comments. The most precious gems among them I would like to share with you. You will listen in on developer monologues and dialogues, try to analyze cryptic bylines, experience different levels of UnCamelCasing(tm) skill and fight your way through a redundant, useless and misleading inline thicket. You will also hear about well-meant tools and plugins that should not even exist if the mantra #NoComments would be valued as it should be.
BIO: Björn Kimminich is working in the area of software development for Kuehne + Nagel for over 8 years where he is now responsible for Global IT Architecture. He is doing Clean Code trainings with Kuehne + Nagel’s globally distributed development staff since 2011. As a side job he lectures software development at the UAS Nordakademie where he teaches Java to engineering students as their first programming language.
My personal experience with innovation in product team
This is the story where I was against hacking in team but after 1 year became the innovation champ do push it across the company.
I got my new product and team who was willing to do hacking. As a product manager with full of backlog, delayed delivery and high pressure from managers I was against of any new distractions. But that how it started. After long journey and many complicated experiments we ended up with fantastic outcome. Lot of internal improvements, many new customer features in live and patent taken for one invention.
BIO: more than 20 years on IT field and last 6 years in Skype
What are they hiding from you – dark(er) side of SCRUM
Have you ever wondered what your SCRUM Master knows that you don’t?
Take a peek into the psychological mechanisms used (or abused?) in SCRUM!
Sure, daily stand ups are improving your information flow and sprint demos are great for fast feedback, but what about the cogs of the machine – the people?
Why exactly more than 7 do not make a good team? What good does cross-functionality do if we are doing one thing at a time, anyway?
This 15 minutes session for people with SCRUM experience is an invitation to think about the psychological aspects that make the framework tick.
How would you organize your team in the ideal world? What exactly of this wishlist you can’t do in a real one? For extra brownie points – how do you do it in a large corporate environment?
This is one part bragging about how cool we are and one part a list of controversial ideas in team building and people management.
Includes keywords like “”wage transparency”” and “”unlimited vacation policy”” and do they work in real life (aka corporate environment).
This is a 15 minute talk about grass-roots team building and organization, enjoyable by both teams and managers alike.
BIO: Agile enthusiast who has been a SCRUM Master already before it was cool. Hobbyist of behavioral economics, has worked in companies big and small but still a believer that biggest challenge in software development is people.