Agile2010 Full Schedule With Descriptions

7/8/2010 Agile2010 Schedule
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Time: 14:30 - 22:00
15:1 5 - 1 6:1 5 First T im e Attendee Orientation Brian Button Open Jam

If y ou find the conference schedule slightly ov erwhelming, make sure to attend the
A gile201 0 Orientation Sessions. These special sessions are designed to giv e first-time
attendees a little "1 01 Guide" to A gile201 0, including insight into way s to get the most out of
their ex perience. There will also be a "Q/A " session at the end in case we miss any thing.
There is no pre-registration required and any registered A gile2010 attendee may attend.
Duration: 60 minutes | Lev el: Introductory | Stage: General Session
17 :1 5 - 1 8:1 5 First T im e Attendee Orientation Lowell Lindstrom Open Jam

If y ou find the conference schedule slightly ov erwhelming, make sure to attend the
A gile201 0 Orientation Sessions. These special sessions are designed to giv e first-time
attendees a little "1 01 Guide" to A gile201 0, including insight into way s to get the most out of
their ex perience. There will also be a "Q/A " session at the end in case we miss any thing.
There is no pre-registration required and any registered A gile2010 attendee may attend.
Duration: 60 minutes | Lev el: Introductory | Stage: General Session
Time: 8:00 - 9:00
8:00 - 9:00 Breakfast - Northern and

Souther
Foy ers
Time: 9:00 - 12:30
9:00 - 12:30 Leader's Workshop: Making Change Happen and Making it Stick Mary Poppendieck A -1
Lean transformations are challenging – and sustaining a lean transformation ov er time is
ev en more difficult. So how do y ou get started, and how do y ou keep on improv ing ov er
time? This session will recommend a three-pronged approach to successful change: (1 ) Get
dev elopers personally inv olv ed in improv ing customer outcomes. (We'll cov er product
champions and Cost Center Disease.) (2) Create a script for improv ement that generates
immediate action. (We'll look at strategy deploy ment.) (3) Rethink the env ironment
(including the gov ernance sy stem).
Duration: 180 minutes | Lev el: Ex pert | Stage: Enterprise Improv ement |
9:00 - 12:30 Patterns for custom er interaction Linda Rising A -2

When agile practices are introduced in an organization, one of the challenges that can face a
dev elopment team is to begin meaningful interaction with real customers. Often those of us
with technical backgrounds hav e spent little time study ing or appreciating the effort
inv olv ed in improv ing our communication skills, especially with those who are not
technical. In response to this dilemma, a set of patterns to enhance customer interaction
has been written and published and will be presented in this session.
Duration: 180 minutes | Lev el: Introductory | Stage: Leadership & Culture |
9:00 - 12:30 How We Do T hings Around Here In Order to Succ eed Israel Gat A -3
The path an A gile roll-out should follow depends on the core culture of the corporation:
control, competence, collaboration or cultiv ation. Irrespectiv e of the specific culture, the
A gile roll-out inv ariably tests cultural integration, wholeness and balance. It ex poses
inconsistencies between approach to customers v ersus approach toward other
constituencies such as partners and employ ees. To create and capture lasting v alue, the
A gile initiativ e must be linked to a coherent corporate culture. This workshop holds the
details y ou need to know about how to forge this critical link.
…agilealliance.org/schedule.html 1/34
Duration: 180 minutes | Lev el: Practicing | Stage: A doption |
9:00 - 12:30 Scaling Up by Scaling Down: A (re)Focus on Indiv idual Skills A shley Johnson A -4
Hav e y ou ev er seen a successful pilot of agile techniques followed by miserable failure in
wider adoption or scaling? The current focus for scaling A gile seems to be on practices,
process, and tools. I assert that the success of any Agile adoption effort depends first on the
indiv iduals, their interpersonal and self-leadership skills, and the organization's support of
these skills. Last y ear's session on this topic is at:
http://www.infoq.com/presentations/scaling-up-by -scaling-down. This y ear's session has
significant new material and ex ercises.
Duration: 180 minutes | Lev el: Introductory | Stage: Building High Performance
Teams |
9:00 - 12:30 Ev olutionary dev elopm ent for the web with ASP.NET MVC and T DD Brad Wilson A sia 1
This 3-hour course will teach y ou how to approach web dev elopment from an agile
perspectiv e. Y ou will learn techniques for rapidly dev eloping small, incremental v ertical
features in an application in order to deliv er max imum v alue in a minimum amount of time.
Y ou will learn to start with the high lev el specifications for feature completeness, ex pressed
in an automated acceptance test, and then implementing the logical functionality with Test-
Driv en Dev elopment. The course will be taught using V isual Web Dev eloper 2010, ASP.NET
MV C 2, x Unit.net, and SpecFlow.
Duration: 180 minutes | Lev el: Practicing | Stage: Technical Edge-Dev elopment
Prax is |
9:00 - 12:30 Dance of the T ester, An Iteration-Length Perform ance Janet Gregory A sia 2
Ev er wonder what a tester does on an agile team? It can be confusing for ev ery one on the
team try ing to understand when there isn't a test phase or any formal documented
requirements. In this tutorial, we follow an agile tester. We start with how testers
contribute during release and iteration planning. Then we follow a tester through a ty pical
two-week iteration, from the start through to the end, to see what activ ities he does and
how he adds v alue. Like a dance, ev ery one has a role in the finale, so we look at the agile
tester’s role in a successful release, including the end game.
Duration: 180 minutes | Lev el: Introductory | Stage: Testing/Specification Practices |
9:00 - 12:30 Ride the Agile Rocket as it Scales to New Highs - Marble Mov ers Mike Dwy er A sia 3
The Marble Mov er game is designed for people new to Agile or skeptical about A gile.
participants (up to 5 teams of 7 +-2) join a start up intent on dominating the world's marble
mov ing market. Where y ou liv e the A gile dream scaling a small and hardy band into
progressiv ely large teams until y ou are already to take on the BIG DEA L! The games is
meant to be a fun ex perience that takes nothing seriously ex cept deliv ering v alue to an
emergent customer base.
Duration: 180 minutes | Lev el: Introductory | Stage: Team-Room A gile |
9:00 - 12:30 T he Incentiv e T rap Simon Bennett , Mark A sia 4

In the majority of cases, A gile is introduced into an ex isting env ironment. The way in which Summers
projects are deliv ered starts to change, but often the successful realisation of the full
benefits of A gile are impeded by causes that are not immediately obv ious, or considered
material. In our ex perience, the manner by which an organisation chooses to reward and
incentiv ise can hav e unex pected and unintended consequences. Rather than preaching, or
theorising we aim to allow attendees to ex perience for themselv es the end results of
different incentiv e schemes and draw their own conclusions.
Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |
9:00 - 12:30 Large scale, distributed dev elopm ent sim ulation Neal Ford A sia 5
Reading and hearing about agile practices is one thing, but actually doing it is completely
different. This workshop puts y ou to work in an agile fashion, apply ing agile dev elopment
practices. During this workshop, we're going to take a problem and iterativ ely dev elop the
solution, using test-driv en dev elopment, pair programming, retrospectiv es, pair rotation,
and other agile management & dev elopment techniques.
Duration: 180 minutes | Lev el: Introductory | Stage: Large Scale & Distributed A gile |
9:00 - 12:30 Becom ing A gile in an Im perfect World A hmed Sidky , Greg Smith A ustralia 3
Taking a big bang approach to Agile is not a v iable option for most organizations. Most
successful adoptions of A gile are tailored to the strengths and limitations of the
organization. This workshop will show y ou how to design a tailored roadmap to becoming
A gile, despite the constraints around y ou. The roadmap includes 3 phases; Getting Ready ,
Piloting and Spreading Agile. If y ou’re just starting y our agile transition or in a transition
stage, this workshop will equip y ou with practical techniques and strategies to mov e from
y our ex isting process without starting from scratch.
Duration: 180 minutes | Lev el: Introductory | Stage: A doption |
9:00 - 12:30 Feeding the Agile Beast: Im prov ing Business Value Deliv ered Dennis Stev ens E-1
A gile deliv ers improv ed fit, throughput, v isibility and transparency , and collaboration. But
the need within most organizations is not just improv ed software dev elopment – it is to
improv e the ability to deliv er v alue. Software dev elopment organizations must focus on the
initiativ es where there is the greatest potential return. This is an introduction to Capability
A naly sis - a prov en method of max imizing economic outcomes by laser focusing
dev elopment on deliv ery of business v alue. Unlike many Business A naly sis techniques, it
matches the cadence and needs of the A gile team.
9:00 - 1 0:00 How Agile T aught IBM about New Leadership Com petencies Sue McKinney E-2
Join Sue McKinney as she discusses her ex periences leading the mov e to agile at IBM, how
their agile teams often struggled, and initiated an ev olution in leadership skills. Sue looked
for tools leaders could use to increase productiv ity , ev en after cost cutting, unleash the
talent and innov ation agile teams need to continue succeeding. She talks about A gile
adoption, the approach and challenges to getting new leadership tools to stick. Y ou will
learn what was needed to inspire and motiv ate change in large organizations, identify ing
change agents, and giv e ownership to the teams.
Duration: 60 minutes | Lev el: Ex pert | Stage: Organization & Enterprises |
1 0:00 - 11 :30 A gility @ Scale – Ex periences from the T renches at IBM Rational Erich Gamma , Jean-Michel E-2
What happens when a team ex perienced with agile Open Source dev elopment (Eclipse) gets Lemieux
inv olv ed in product dev elopment at IBM Rational? Obv iously the team wants to continue to
be agile, but now some additional scaling factors come into play . How do y ou collaborate
effectiv ely with the business organization? How do y ou collaborate with a traditional
sy stem testing organization? How do y ou collaborate on features that span product
organizations? Three y ears into our journey , this talk reflects on our ex periences scaling
agile as we faced increased technical and organizational complex ity .
Duration: 60 minutes | Lev el: Practicing | Stage: Organization & Enterprises |
1 1 :30 - 1 2:30 T he Agile Scaling Model (A SM): Be as Agile as Y ou Need to Be Scott A mbler E-2
The A gile Scaling Model (ASM) prov ides the contex t and adv ice for effectiv ely tailoring
agile techniques to meet the real-world situation that y ou find y ourself in. First, how to
ex tend the agile construction life cy cle to become a disciplined agile deliv ery life cy cle is
described. Nex t, how to tailor agile practices to address scaling factors such as team size,
phy sical distribution, organizational distribution, regulatory compliance, organizational
complex ity , technical complex ity , and enterprise disciplines is presented. Finally , industry
statistics around scaling are summarized.
9:00 - 12:30 Mastering Dependencies in Y our Product Backlog Mary Gorman , Ellen E-3
Reduce risks and rework by mastering dependencies in y our product backlog. Learn the Gottesdiener
differences between process flow and process dependencies, identify story dependencies
v ia state transitions and pre and post-conditions, detect data dependencies using
interaction matrices, and elicit dependent business rules. V isualize deliv ery and
dev elopment options with a minimal marketable features (MMF) dependency graph.
A naly ze and manage y our dependencies, identify core functionality and deliv ery options,
and gain a v ital perspectiv e on what to build and when to build it.
Duration: 180 minutes | Lev el: Practicing | Stage: Ex pressing User Needs |
9:00 - 12:30 How to increase y our effectiv eness by using Lean, Kanban and Real Options Olav Maassen , Eric Willeke E-4
One of the newer approaches to emerge in the agile community is Kanban. Kanban is based
on many of the same principles that are the foundation of Lean. By combining this with the
ideas from Real Options a powerful way of dealing with decisions, uncertainty and risk
management emerges. A framework that allows y ou to focus on effectiv eness. This session
cov ers the basics of Lean, Kanban and Real Options, how and where to use them and why
y ou would bother. A ttending this session will change the way y ou v iew the world. It will
nev er be the same again.
Duration: 180 minutes | Lev el: Introductory | Stage: Organization & Enterprises |
9:00 - 12:30 Liv eAid Ex trem e Makeov er - Usability In Action Bob Pay ne , Adrian Southern
Join a group of ex perienced A gile User Ex perience practitioners to iterate through possible Howard Hemisphere
web site designs to quickly find ones that best suit the customers needs. These designs will IV
then be taken and iterativ ely refined and built during the rest of the conference. We're going
to try to go from initial outline to new web site by the conference banquet! Mano a Mano
hav e v olunteered their web site to receiv e an ex treme makeov er during A gile 2010. Apply
the skills y ou learn during the conference on a real world project - and help out a good
cause!
Duration: 180 minutes | Lev el: Practicing | Stage: UX/UI |
Time: 12:30 - 13:30
1 2:30 - 1 3:30 Lunch - Northern

Hemisphere
B,C,D
1 2:45 - 1 3:30 Ex trem e Fishbowl 2010 J. B. Rainsberger , Jeff Southern
Two pairs of programmers, the latest high-tech tools, large screen monitors, and a Nielsen Hemisphere
customer with a v ision. Put it all together and y ou hav e ... Ex treme Fishbowl 201 0! Eight IV
y ears after the original ev ent, the fishbowl is back—bigger and better than ev er. The
customer wants clean code that works, the dev elopers want to ex hibit their programming
skills (while not getting fired), and the audience wants a good time while they eat. Come see
how much can get done in 40 minutes of intense, focused agile dev elopment. Join us as a
participant or spectator in "the fishbowl." Each day during the lunch block, participants line
up to await their turn in the fishbowl—a highly -v isible, high-pressure dev elopment
situation with ev ery thing on the line (including their reputations). Wait for others to be
"fired" until y our turn rolls around. Then get seated quickly with y our pair and await the
ride of y our life. Y ou contribute code and tests to the ev er-growing program, under the
eagle ey e of the demanding and occasionally capricious customer. Feedback is
omnipresent, with all of the action shown on two big screens and a running play -by -play
commentary from the host. A s analy sts dissect y our ev ery mov e, the audience watches in
anticipation. One misstep—one too many red bars when y ou needed green—and it could be
y our last!
Duration: 45 minutes | Lev el: Practicing | Stage: Technical Edge-Dev elopment Prax is |
Time: 13:30 - 17 :00
13:30 - Ex ploring Coaching From Multiple Dim ensions and Lev els George Dinwiddie , A -1
17 :00 Hav e y ou ev er brought in a coach to work at the team lev el, but the problems were at the Johanna Rothman
management lev el? Or, hav e y ou been brought in to coach managers, but the team isn’t
deliv ering on its promises--and they don’t know why ? Y ou may hav e discov ered that y ou
work at multiple lev els: one-on-one with the team members, facilitating team work, one-on-
one with a manager, facilitating a manager’s work, helping the team or the manager work up
and down the organization. Ex perienced coaches George Dinwiddie and Johanna Rothman
will help y ou ex plore the multiple dimensions and lev els of coaching.
Duration: 180 minutes | Lev el: Introductory | Stage: Coaching A gile |
13:30 - Behav iour Driv en Dev elopm ent with Cucum ber A slak Hellesøy A -2
17 :00 [Cucumber](http://cukes.info/) is all the rage these day s, but many teams struggle to
understand how and when to use it. It is designed to be an A cceptance Testing tool in the
contex t of Behav iour Driv en Dev elopment (BDD), but that ex planation tends to bring up
ev en more questions. A slak Hellesøy , the author of Cucumber will help y ou to understand
how to use Cucumber effectiv ely . Attendees will learn BDD fundamentals and will dev elop a
small application using Cucumber. They can choose between Jav a, Ruby and .NET.
Prax is |
13:30 - Whither A gile? A Participant-Driv en Round T able Dav e Nicolette A -3

17 :00 When a breakthrough idea crosses the chasm it passes through a make-or-break stage of
maturation. Without leadership, ev en the best ideas can ev aporate into nothingness or
ossify into dogmatism. A gile stands at just such a turning point now. The message has
become fragmented, diluted, co-opted for profit, mischaracterized, abused, and attached as
a label to just about any thing. What can the community do to see that the prov en v alue of
agile principles and practices is not lost in the general chaos or surrendered to commercial
interests that hav e a branded, packaged solution to sell?
Duration: 180 minutes | Lev el: Ex pert | Stage: A doption |
13:30 - Software Craftsm anship Practices Micah Martin A -4

17 :00 How does one become a Master Craftsman? Practice, practice, practice. In this workshop
we will get our hands dirty ex ploring some of the more common techniques for practicing
the software craft. We will perform code katas, working on sense of code smell, do some
randori, and more. Bring y our laptop and prepare for a mental workout. Y ou will learn
ex ercises that y ou can use to train y ourself at home and teach y our colleagues.
Prax is |
13:30 - Continuous Deliv ery Jez Humble , Martin A sia 1

17 :00 Businesses need to deliv er v aluable new features to users as frequently as possible in order Fowler
to make money . But they need to make sure releases are stable and well-tested. In this
tutorial we discuss how to deliv er features rapidly and reliably through an automated build,
deploy , test and release pattern called the deploy ment pipeline. In this tutorial we take the
unique approach of mov ing from release back through testing to dev elopment practices,
analy zing at each stage how to improv e collaboration and increase feedback so as to make
the deliv ery process as fast and efficient as possible.
Duration: 180 minutes | Lev el: Practicing | Stage: Team-Room A gile |
13:30 - Im prov : T he Mechanics of Collaboration matt smith A sia 2

17 :00 A s businesses delv e into A gile practices dy sfunctions arise that can not be eliminated using
traditional operational processes. A one-step-at-a-time approach is being replaced by leaps
of whatev er length necessary . The complex , rapidly changing market demands are best met
by teams for whom shifting paradigms feel like home. A study of improv isational theater is
a pertinent supplement to the training of A gile practitioners. Matt Smith breaks the essence
of collaboration into small, identifiable parts and leads a series of ex ercises the way a
strength coach might.
13:30 - Better Story T esting through Program m er-T ester Pairing A bby Fichtner , Dawn A sia 3
17 :00 Y ou know how "A gile" works: programmers test driv e their code v ia (A )TDD with testers Cannan
automating much of the story tests. But how does it **really ** work? Do testers and
programmers work together (Y ES!)? What does this interaction look like? In this hands-on
demonstration, we'll walk y ou through how to driv e quality on y our projects by pairing
testers and programmers. We'll use FitNesse to create effectiv e story tests and keep them
passing as the software ev olv es with each iteration. Bring a laptop and spend some time as a
paired dev /test team!
Duration: 180 minutes | Lev el: Practicing | Stage: Testing/Specification Practices |
13:30 - Blueprint for an A gile Enterprise: Plans, T ools&T ech to Build a Hum an Michael Spay d A sia 4
17 :00 Enterprise
Want y our whole organization to be more like an A gile team? Starting teams is well
understood; ex panding A gile to the organization is definitely not. Using 8 y ears ex perience
apply ing organization dev elopment to A gile, we'll unfold a 7 lay er organizational
architecture for building a human enterprise. Each lev el has an ov erall perspectiv e, specific
tools and key practices. Part tutorial, part demo, we'll create a change plan for one
participant's organization, ex ploring culture, leadership, change, team performance, and
management's role. Y ou'll leav e with a plan template and many ideas.
13:30 - T he Agile Organization: Apply ing Visioning and Learning Models Jean Tabaka A sia 5
17 :00 A gile organizations require more than a change in management structure. They require
new way s of creating and sharing knowledge. In this session, I will present a case study and
lead ex ercises for a set of knowledge-creating models. These include V erne Harnisch's
cross-functional Rocks; Lean models of A 3s, v alue stream maps, and PDCA ; Dennis's True
North and Mother Strategies; ORIDs; and Senge's personal v isioning. I will then prov ide an
organizational structure and meeting cadence we use to apply and re-inform these models
on a regular basis. This is what creates an innov ativ e organization.
Duration: 180 minutes | Lev el: Ex pert | Stage: Leadership & Culture |
13:30 - A gile's Ultim ate Success Lies Outside T he Dev elopm ent T eam Tom Grant, Ph.D. A ustralia 3
17 :00 A sign that A gile has gone mainstream is the ex panding discussion of how it affects groups
outside the dev elopment team. Since A gile seeks to improv e both the creation and deliv ery
of v alue, other groups (marketing, sales, ex ecutiv e management, etc.) are necessarily part
of the A gile ex periment. Howev er, many A gile teams struggle with these "downstream"
consequences. This 1 80-minute session will take a workshop approach to this topic.
Through a combination of discussion and ex ercises, we will identify , simulate, and address
the core issues of A gile's effects bey ond the dev elopment team.
13:30 - Help m e see it: Using collaborativ e sketc hing to bring product ideas to life Jeff Patton E-1
17 :00 A gile projects seem to start in a big rush. In try ing to av oiding big design up front, teams
miss the opportunity to imagine the great things their product could be. In this action-
packed hands-on tutorial y ou'll learn a simple practice for collaborativ ely identify ing great
product UI ideas. Y ou'll learn sev eral different way s to env ision y our user's ex perience.
Then armed with only a product backlog, pencil and paper, y ou'll go to work sketching
product ideas. After sy nthesizing y our team's ideas, y ou'll see the real power of ideation in
helping great product ideas emerge quickly .
Duration: 180 minutes | Lev el: Introductory | Stage: UX/UI |
13:30 - Bey ond Scope, Schedule, and Cost: Optim izing Value Jim Highsmith , Pat Reed E-2
17 :00 Traditional dev elopment emphasizes “following the plan with minimal changes,” whereas
agile stresses “adapting successfully to inev itable changes". Today 's business challenges
require us to lev erage turbulence to generate v alue. Since agility is about deliv ering
customer v alue by being flex ible, how can we measure performance by adherence to
schedule, cost, and scope? We need to modify success measures to build effectiv e agile
organizations. This session will ex plores concepts & practices for performance
measurement using the A gile Triangle of v alue, quality , and constraints.
13:30 - 7 T ools for the Product Owner Interfacing with an Agile Dev elopm ent T eam A listair Cockburn E-3
17 :00 How do y ou capture y our thoughts about a product so y ou can answer the dev eloper
questions at the release and sprint planning meetings? What tools let y ou weigh unex pected
new feature requests? This tutorial introduces 7 connected thinking tools that take y ou
from product purpose statement, through stakeholders'-motiv ations, in/out list, Kano's
subjectiv e product qualities, actors & goals and use cases to Jeff Patton's story map, which
serv es as a 2-dimensional product backlog to the iteration/sprint planning meeting.
Duration: 180 minutes | Lev el: Introductory | Stage: Ex pressing User Needs |
13:30 - A gile Estim ating & Planning: From Basics to Brain Stum pers Mike Cohn E-4
17 :00 Planning is important y et many teams v iew planning as something to av oid and many
companies use plans as weapons against their teams. In this session y ou’ll learn how to
break that cy cle with skills that create useful plans that lead to reliable decisions. A fter
mastering the basic concepts, we will progress quickly to planning under complex
situations including how to estimate v elocity without historical data, how to estimate
v elocity when team size is changing, and how to create confidence interv als so we can
create plans we are 90% confident in, ev en on fix ed-price or fix ed-date contracts
Duration: 180 minutes | Lev el: Ex pert | Stage: Project Management |
13:30 - Clojure, up-front and personal: T he Orbit Kata. Robert Martin Southern
17 :00 In this three-hour session y ou will learn Clojure by following along with Uncle Bob, step by Hemisphere
step, and test-case by test-case, as y ou build a simple Swing/Clojure orbital simulator app. IV /V
A long the way y ou'll learn the v alue of Functional Programming, how (and why !) to design
applications that use it, and why Clojure is the nex t important language that y ou should
master. This session will be ex tremely challenging! Plan on requiring an hour or so of down-
time to allow y our neuronal ex citation to ex ponentially decay to safe lev els.
Duration: 180 minutes | Lev el: Introductory | Stage: Technical Edge-Dev elopment
Prax is |
Time: 9:00 - 17 :00
9:00 - 9:30 Driv ing Process Im prov em ent Via Com parativ e Agility Assessm ent L. Williams, K. Rubin, M. Southern
Rather than striv ing to be perfectly agile, some organizations desire to be more agile than Cohn Hemisphere I
their competition and/or the industry . The Comparativ e A gility (CA ) assessment tool can
be used to aid organizations in determining their relativ e agility compared with other teams
who responded to the CA . This paper prov ides an ov erv iew of industry trends in agility
based upon 1235 CA respondents. Additionally , it goes further in-depth on ex plaining the
results of four industrial teams. The paper also discusses the resultant process
improv ement of these teams subsequent to rev iewing their CA results.
Duration: 30 minutes | Lev el: Practicing | Stage: Research |
9:30 - 1 0:00 Using Factor Analy sis to Generate Clusters of Agile Practices N. Abbas, A . Grav ell Southern
This paper applied factor analy sis on a set of data that was collected to study the Hemisphere I
effectiv eness of 58 different agile practices. The analy sis ex tracted 1 5 factors; each was
associated with a list of practices. Correlations between the ex tracted factors are
calculated, and the significant correlation findings suggests that people who applied
iterativ e and incremental dev elopment and quality assurance practices had a high success
rate, that communication with the customer is not v ery popular as it had negativ e
correlations with gov ernance and iterativ e and incremental dev elopment.
1 0:00 - Capitalizing on Em pirical Ev idence During Agile Adoption H. C. Esfahan, E. Y u, M. C. Southern

10:30 Despite high ex pectations, agile methods hav e not alway s produced the desired results. The A nnosi Hemisphere I
suitability of v arious agile practices depends on many situational factors. This paper
introduces a repository of agile methods that prov ides ev idential knowledge about the
needed conditions and promised benefits of A gile Method Fragments (A MFs). The
knowledge is gathered through sy stematic rev iew of empirical studies of agile methods in
v arious project situations. A modeling approach is used to v isualize the combined effect of
a set of A MFs, and their suitability for a particular adoption contex t.
1 1 :00 - 1 1 :30 Reactiv e Variability Managem ent Using Agile Software Dev elopm ent Y . Ghanam, D. Southern
A gile organizations focus on dev eloping software sy stems that satisfy their current A ndrey chuk, F. Maurer Hemisphere I
customer base, without worry ing about best practices to handle v ariations of requirements
in the sy stem. In this paper, we discuss the challenges and contribute a lightweight,
iterativ e approach that enables agile organizations to manage v ariability on demand in a
reactiv e manner. The approach relies on agile practices like iterativ e dev elopment,
refactoring, and continuous integration and testing. We show how the approach was used
through a real case study , and we discuss its adv antages and limitations.
1 1:30 - 1 2:00 Iterativ e Approach for Dev elopm ent of Safety -Critical Software & Safety X. Ge, R. Paige, J. Southern
A rgum ent McDermid Hemisphere I
The benefits ascribed to Agile methods are attractiv e to software engineers working in the
safety -critical software domain. In this paper, we propose an iterativ e approach for
dev eloping safety -critical software. Firstly , we address the notion of up-front design, and
describe the characteristics of an up-front design that is minimal from the perspectiv e of
achiev ing safety objectiv es. Secondly , we identify a key difficulty of using iterativ e
dev elopment for building safety -critical software, and present a way to dev elop both a
software sy stem and a safety argument iterativ ely .
1 2:00 - 1 2:30 A dopting Code Rev iews for Agile Software Dev elopm ent M. Bernhart, A . Mauczka, Southern
Code rev iews hav e many benefits, most importantly to find bugs early in the dev elopment T. Grechenig Hemisphere I
phase and to enforce coding standards. Still, it is widely accepted that formal code rev iews
are time-consuming and the practical applicability in agile dev elopment is controv ersial.
This work presents a continuous differential-based method and tool for code rev iews. By
using a continuous approach to code rev iews, the rev iew ov erhead can be reduced and the
effectiv eness and applicability in agile env ironments shall be improv ed.
1 3:30 - 1 4:00 Classes of Distributed Agile Dev elopm ent Problem s M. Kajko-Mattsson, G. Southern
We hav e many stray reports on problems and challenges to be encountered in distributed A zizy an, M. K. Magarian Hemisphere I
and A gile env ironments. Howev er, we lack an ov erall picture of what ty pes of problems and
challenges the companies may encounter when attempting to marry the two methods. In
this paper, we analy ze twelv e case studies from the ex isting literature and map out
problems reported in them and group them into classes. These are Culture, Time Zone,
Communication, Customer Collaboration, Trust, Training and Technical Issues. We
conclude that it is possible to marry agile and distributed software dev elopment methods.
1 4:00 - 1 4:30 Distributed and Autom ated Usability T esting of Low-Fidelity Prototy pes A . Hosseini-Khay at, T. D. Southern
Lack of tool support is hindering the growing interest in incorporating usability ev aluation Hellmann, F. Maurer Hemisphere I
into agile software dev elopment practices. To address this concern we hav e dev eloped
A ctiv eStory Enhanced, a tool for creation and remote ev aluation of low-fidelity prototy pes.
Building on its predecessor, A ctiv eStory Enhanced remotely collects more forms of
usability data and prov ides new v isualizations of this data to aid in the detection of usability
flaws.
1 4:30 - 1 5:00 Effect of Dev elopm ent Strategies and Project T y pes on Offshore Software F. Malik, H. Majeed Southern
Dev elopm Hemisphere I
Many factors contribute to the success or failure of an offshore Agile software
dev elopment, e.g. dev elopment strategy , project ty pe, communication channel, cultural
differences, split locations and size of a project. Our surv ey has shown that coding and
testing phases are best suited for off-shoring in any iteration of discipline-oriented sprint
life cy cle dev elopment. We hav e also found that the max imum success rates for feature-
oriented dev elopment strategy is obtained by dev eloping general modules of a project at
distributed location and critical modules at onshore.
1 5:30 - 1 6:00 Im pact of Organization, Project & Gov ernance Variables on Software Quality & N. Abbas, A . Grav ell Southern
Pro Hemisphere I
In this paper, we present a statistically tested ev idence about how quality and success rate
are correlated with v ariables reflecting the organization, its project gov ernance, and the
use of retrospectiv es and metrics. The results presented in this paper are based on the A gile
Projects Gov ernance Surv ey that collected 1 29 responses. The findings suggest that when
apply ing agile software dev elopment, the quality of software improv es as the organization
measures customer satisfaction more frequently , and as the impact of retrospectiv e
increases.
1 6:00 - 1 6:30 Stakeholder Identification in Agile Software Product Dev elopm ent K. Power Southern
Organizations Hemisphere I
Stakeholder Theory is an area of strategic management that defines a stakeholder as
someone who affects or is affected by the actions of the organization. This paper describes
the application of stakeholder theory to a global product dev elopment company
undergoing a multi-y ear transition to agile dev elopment. A model is presented for mapping
stakeholders into stakeholder groups, and for quantify ing the influence of stakeholders.
This paper further uses a stakeholder approach to demonstrate how traditional
organization roles map to roles in an agile product dev elopment organization.
16:30 - T he Role of Research in the Agile Com m unity Sally ann Freudenberg Southern
17 :00 Panelists: - Scott A mbler - Rachel Dav ies - Frank Maurer - Laurie Williams - Stev e A dolph Hemisphere I
Time: 8:00 - 9:00

Souther
Foy ers
Time: 9:00 - 10:30
9:00 - 10:30 A gile 2010 – An Unplugged Retrospectiv e on the Agile Decade “Mirror Mirror Dav e Thomas -
on the wall are we really the m ost beautiful of all?”
The A gile Decade has seen major changes in the social and technical practices of software.
These hav e been inspired by a community of thought leaders whose shared passion,
although hav ing different social and technical agendas, worked together in partnership
through the A gile A lliance to implement the A gile Manifesto. The v alues and the passion of
the early rev olutionaries reached business leaders who mov ed to embrace A gile and the
rev olution transitioned to a business ev olution of major proportions. Howev er, in
celebrating in our successes we risk stifling our future and those who hav e placed their trust
in A gile to really make a sustainable difference. Unless we believ e that A gile is ov er, hav ing
past its 1 0 y ear half-life, we need to take a critical look at where we are and where we need
to go. We can only get better if we learn from our failures. We also need to embrace
ex periences and practices outside our community as it has been defined today . We cannot
just dismiss critics; we need to hav e honest, realistic and actionable responses. Hence in
this talk I will take a pragmatic retrospectiv e look at the decade and highlight some of the
challenges and opportunities ahead of us.
Duration: 90 minutes | Lev el: Practicing | Stage: Key note
Time: 11:00 - 12:00
1 1:00 - 1 2:00 A v oiding Mediocrity in Agile A doptions A mr Elssamadisy A -1

Understand why learning is the largest part of software dev elopment and why many A gile
teams fail. If y our practices do not enhance indiv idual and team learning y ou are probably
cargo-culting A gile (going through the motions without receiv ing the intended v alue). A gile
is all about recognizing and responding to change effectiv ely . Unfortunately many of us
recognize problems and respond ineffectiv ely because it is painful to face the truth that we
are part of the problem. Attend to learn to understand the magnitude of this problem, how
to recognize it, and how to begin to address it.
1 1:00 - 1 2:00 A Non-Software Scrum Experience: Scrum -But or Context-Sensitiv e? Halim Dunsky A -2
Nonstandard Scrum techniques hav e ev olv ed in a non-software team at a manufacturing
client preparing business process changes in Customer Care for a new product line. The
team is operating successfully , but in some way s far from receiv ed wisdom of Scrum “best
practices.” A network of subteams of v ary ing headcount, the team operates on partially
ov erlapping backlogs. Y esterday ’s weather & nex t sprint’s capacity are assessed down to
the indiv idual lev el because of persistent specialization among team members. Do we hav e
Scrum-But (or worse!) or a set of defensible adaptations?
1 1:00 - 1 2:00 Upstream Kanban: Engineering to Marketing Rick Simmons , Michael A -3

This is the story of a v alue-driv en transformation, about how groups from Product Fitterman
Management, Marketing and Engineering merged into a single organization and reporting
line, and a single Kanban team that embraces the entire v alue flow, from concept to final
deliv ery . We improv ed work flow and hand-offs, end-to-end v isibility and communication,
and achiev ed new lev els of responsiv eness, with work capacity up by two-thirds and
v isibility up 200%. We’ll relate a detailed account of our ex perience, and the tools and
metrics we used to driv e participation, improv ement and inclusion.
1 1:00 - 1 2:00 Cooking the Product Stew Robin Dy mond , Jurgen De A -4

What is a stew? A stew is made from v arious ingredients y ou hav e around, left ov ers, new Smet
ingredients that go together well, and others that are filling but need lots of sauce. The
enterprise software market is made up of products that are a stew of software on many
legacy platforms that hav e ev olv ed ov er a long period by many hands. Taking an enterprise
software product to A gile methods is a challenge. In a uniquely European contex t, this
presentation will draw from the ongoing agile adoption in a multi-location multi-team
enterprise product with 460 staff in 4 countries and 5 locations.
Duration: 60 minutes | Lev el: Practicing | Stage: Large Scale & Distributed A gile |
1 1 :00 - 1 1 :30 Walk and Code - Non-exercise Activ ity T herm ogenesis Doug Bradbury A sia 1
Life as a programmer is primarily sedentary . Most of the day , a programmer sits in front of
a computer mov ing little more than fingers. Dr. Jame Lev ine of the May o Clinic has been
doing some fascinating research on the health benefits of non-ex ercise activ ity . He has
pioneered the concept of activ e workstations to promote an ov erall healthier life for people
with ty pically sedentary jobs. I hav e taken his adv ice to heart and built a walking treadmill
desk that I use ev ery day as I write code. I will present Dr. Lev ine's research and report on
my first 6 months on the treadmill desk.

Prax is |
1 1:30 - 1 2:00 Program m er Self-Education: My Y ear Study ing Program m ing Language Kev in Tay lor A sia 1
Fundam entals
A fter attending Michael Feathers's talk at SCNA 2009 titled "Self-Education and the
Craftsman," Kev in Tay lor made a commitment to himself to read the rev ered, and despised,
MIT tex tbook, "Structure and Interpretation of Computer Programs" (SICP). Ov er the nex t
y ear, he spent hours each week working through challenging programming ex ercises in
Lisp. In this talk, Kev in shares some of the programming fundamentals he discov ered, or
rediscov ered. Kev in also shares his insights on the importance of self-education (knowledge
+ practice) for software craftsmen and their journey toward mastery .
1 1:00 - 1 2:00 Learning Agile at Harv ard Pilgrim Healthcare, One Step at a T im e Brian Bozzuto , Susan A sia 2
When Harv ard Pilgrim started down the path to using Agile principles, their goal seemed so Tay lor
distant as to be unattainable. The plan called for simultaneously implementing a new
process, replacing most of their core applications with sy stems, some entirely new to the
market, and implementing a serv ice oriented architecture. With so much to change at once,
they began a series of incremental steps to achiev e these outcomes. This ex perience report
walks through sev eral hard earned lessons regarding implementing A gile rapidly within a
large organization.
Duration: 60 minutes | Lev el: Introductory | Stage: Enterprise Improv ement |
1 1:00 - 1 2:00 How the Underdog Outperform ed the Cham p Wes Williams A sia 3
We all want to be part of a team that is producing high quality software as fast as we can.
Technical knowledge and ex perience of the team can help but this ex perience can also
hinder a team that wants to deliv er each iteration. This session will tell y ou about a large
team div ided into sub-teams and how the 2 teams with less technical ex perience produced
more features each iteration faster. These teams did this with better quality and less rework
as well. It was a phenomenon that surprised me at first. The session will cov er what the
numbers showed and the behav iors that lead to them.
Duration: 60 minutes | Lev el: Practicing | Stage: Building High Performance Teams |
1 1:00 - 1 2:00 A gile Business Intelligence - 12 Critical Steps to Success Ken Collier A sia 4
The data community is one of the nex t “agile frontiers”. While the software community has
largely embraced agile techniques, data warehousing practitioners continue to follow a
waterfall dev elopment sty le, and continue to hav e a high probability of project struggles or
outright failures. It can be challenging to apply agile software practices directly to BI
sy stems dev elopment. This includes technical practices; project management practices;
and “customer” interaction practices. This talk demonstrates the key practices that are
especially tailored to the nuances of data warehousing.
1 1:00 - 1 2:00 Building a More Accurate Burndown: Using Range Estim ation in Scrum A rin Sime A sia 5
Traditional Scrum burndowns are based on single point estimates of how long a task will
take. Howev er, single point estimates are inherently faulty and inaccurate, and they
encourage underestimation. Learn how to incorporate range based estimation techniques
into y our Scrum burndown, and better communicate to y our boss or clients what a project
is really going to take. A rin will back up this thesis with academic and industry research,
real world ex amples, and an engaging presentation sty le. Participants will leav e with
concrete tips & templates for using range estimates in their projects.
Duration: 60 minutes | Lev el: Practicing | Stage: Project Management |
1 1:00 - 1 2:00 Retrospectiv e for an agile coach Dav id Draper A ustralia 3

What does an agile coach actually do? How does contex t affect what works and what
doesn't? In this session we reflect both on the big picture of a number of agile coaching
assignments and on some of the detailed interv entions including activ ities that relate to the
team and those impacted such as managers and business stakeholders. In the true spirit of
retrospectiv es both success and failure are considered with the intention of looking for
opportunities to improv e. A ttendees will be asked to consider how they might deal with
particular scenarios and learn lessons from my mistakes.
1 1:00 - 1 2:00 BDD for the Sm artGrid Tim Walker E-1

Dev eloping applications for the Smart Grid presents challenges to the agile team in this
demanding and emergent field. The technology is changing v ery rapidly as the Smart Grid
emerges. In addition this is a mission critical area where failure can hav e disastrous effects.
This seminar will demonstrate how the combination of a 'lay ered approach' to testing
including Behav ior Driv en Design (BDD) using tools like Cucumber, combined with phy sical
Smart Grid dev ice testing that supports an agile, iterativ e dev elopment methodology that is
rigid enough for utility company and consumers that need it.
1 1:00 - 1 2:00 Product Owner as Agile Leader – Ox y m oron or Critical Success Factor Bob Galen E-2
One of the more crucial roles in agile teams is that of XP Customer or Scrum Product Owner.
These are perv asiv e roles, with aspects that are often debated. A re they part of the team or
not? Does their neck get wrung or not? A re they outward focused or inward focused? Do
they serv e as a leadership v oice within the team or not? In this presentation we’ll ex plore
the role of the A gile Product Owner from a role and responsibility (or focus) perspectiv e
with an ey e towards leadership. Perhaps we’ll find the true north between the titles two
polar opposites.
Duration: 60 minutes | Lev el: Practicing | Stage: Product Management |
1 1:00 - 1 2:00 A re We Done Y ET ?! lisa shoop , Julie E-3
A re we done y et? Many teams new to A gile struggle with how to know when their story or Chickering
feature is complete. We introduce the importance of A cceptance Criteria and the Definition
of Done. Why is it important to the Product Owner and the Deliv ery team? In this economy
we want to make sure we are building the right thing! The key concepts of the game are:
V elocity Doneness – Definition of Done Self Organizing Teams and Roles Time-box ed
Retrospectiv e The game is a hands on stress free way to learn. There will be lots of laughing,
come join the fun!
1 1 :00 - 1 1 :30 Practices in the Integration of A gile and UCD Processes - A Reality Check Dina Mostafa , Richard E-4
In this ex perience report I discuss the inv estigations I made into current attempts to Paige
address usability & user ex perience requirements within agile projects. I hav e conducted
in-depth, one-to-one interv iews inv olv ing 1 4 participants from 5 different countries. The
data collected were analy zed using a grounded theory approach. These interv iews cov ered
a broad range of issues ranging from usability and UX goals, to incorporating user feedback
in UI implementations within an agile team.
1 1:30 - 1 2:00 Mind the Gap Matt Roadnight E-4

This report will summarise ex periences across a number of projects, customers and teams
where there was a significant UCD aspect to the projects. It will ex plore where teams
worked efficiently , not so efficiently or were down right dy sfunctional. This will highlight
each of the team’s key challenges, what made their approach successful or hi-light warnings
for future projects. A common issue that each of these teams highlighted were ex tremities
on the gap between UX and dev elopment collaboration and understanding.
Time: 12:00 - 13:30
1 2:00 - 1 3:30 Lunch (On Y our Own) - -
Time: 13:30 - 15:00
1 3:30 - 1 5:00 T he Lean Py ram id - T he Equilibrium of A gile Forces Samuel Crescêncio , A -1

The Lean Py ramid presents a concept to help companies start their agile adoption strategy A driano Campestrini
effectiv ely . Reliably deliv ering v aluable working software frequently is much more than
just creating, estimating and prioritizing a backlog and dev eloping it iterativ ely . In order to
succeed with agile y ou hav e to understand the needed equilibrium of forces among
strategy , management and engineering efforts. Through a deep ex planation of the
fundamental Lean principles, y ou will learn how they translate to agile software
dev elopment in order to create a strong and successful culture in y our company .
1 3:30 - 1 5:00 T he Power of the Idea Melissa Y ork , Jim Y ork A -2

The transformativ e power of the idea establishes purpose, creates energy , and focuses the
creativ e and generativ e capacity of an organization to accomplish its goals. What is this
"idea"? It is the core of what it is that the organization is about. In addition to driv ing
business, alignment with the idea guides successful adoption of new concepts such as A gile.
Organizations that know what their idea is can dominate their market. This workshop helps
participants identify their organization's idea and how to use this idea to successfully
nav igate the complex and competitiv e marketplace.
Duration: 90 minutes | Lev el: Introductory | Stage: Business Transformation |
1 3:30 - 1 5:00 Com parativ e A gility : How Agile Y ou Are and How Agile is the Industry Kenny Rubin , Laurie A -3
A re y ou curious how agile y our organization is? Do y ou wonder how y ou compare with Williams
other organizations? Comparativ e Agility is framework for assessing organizational agility .
Ov er 1 ,500 participants worldwide hav e taken the assessment surv ey . We will describe how
to use the tool and how to deriv e actionable information from surv ey results. We will
present industry findings deriv ed from assessment results. A ttendees will gain insight
through small group discussions during which they will interpret industry -wide results and
dev elop actionable adv ice based upon results of a real company .
1 3:30 - 1 5:00 Generating A ctionable Solutions using Distributed Retrospectiv es Ramy a Rav ichandar A -4
Distributed dev elopment challenges the effectiv eness of retrospectiv es.We designed and
trialled a lightweight analy tical approach (CLPP-Retro) that engages distributed teams and
generates actionable solutions. We discuss the feedback from a team that employ ed CLPP-
Retro ov er 1 2 iterations. They find that it identifies solutions that are not merely
correctiv e; it facilitates agile adoption, identifies critical gaps in the organization, improv es
estimation, decreases repetitiv e problems, and prov ides a v oice for the engineer. We also
discuss lessons learned during deploy ment. We'll be conducting in-room retrospectiv e
sessions simulating a distributed env ironment. BRING Y OUR LA PTOPS!
1 3:30 - 1 5:00 Bey ond T DD with Functional Program m ing A rnaud Bailly , Christophe A sia 1
Test Driv en Dev elopment is one cornerstone of eXtreme Programming and its adv antages Thibaut
are well-known: it guides dev elopers, builds confidence in the sy stem and prov ides secure
scaffolding to support change. Functional languages are getting more and more attention
and some of their characteristics may be useful in increasing software quality . This session
introduces model-based testing techniques using QuickCheck and FitNesse as tools and
Haskell as a language to driv e dev elopment of some Jav a code.
Duration: 90 minutes | Lev el: Ex pert | Stage: Technical Edge-Dev elopment Prax is |
1 3:30 - 1 5:00 A gile T est Autom aton Strategy for the Non-T echnical Gerard Meszaros A sia 2
A gile leaders need to understand the critical role test automation play s in achiev ing agility .
Do we really need automated unit tests? Why ? A nd how about sy stem / functional / story
tests? What role do they play ? Who should write them, and when? How do we earn back the
cost of all this test automation? A nd how do we do it if we hav e a lot of legacy code? This
tutorial answers these questions in terminology the ty pical non-coding manager, architect
or tester can understand. It also lay s out sev eral test automation strategies and points out
their strengths and weaknesses.
1 3:30 - 1 5:00 Im prov ing Decision Making in Y our Agile T eam Meghann Drury , Ken A sia 3
In an agile env ironment, the dev elopment team is empowered to make most decisions, Power
creating a “pluralist decision making env ironment.” Team members are faced with decision
tasks on a daily basis in a dy namic env ironment with rapidly changing requirements,
ex pectations, and underly ing data. Therefore, this workshop's participants will discuss key
decisions an agile team makes; share best practices for decision strategies and methods of
data presentation to support high quality decision making in agile IS projects; and prov ide
an ov erv iew of contemporary mechanisms to ev aluate decisions.

Teams |
1 3:30 - 1 5:00 Ex ploring the Kanban Multiv erse Karl Scotland , Xav ier A sia 4
A multiv erse is the hy pothetical set of multiple possible univ erses that together comprise Quesada A llue
ev ery thing that phy sically ex ists: space, time, matter, energy , momentum, and the phy sical
laws and constants that gov ern them. A Kanban Multiv erse is the hy pothetical set of
multiple possible Kanban Boards that together comprise ev ery thing that phy sically could
be v isualised: scope, time, work ty pe, status, flow, and the organisational laws and
constants that gov ern them. This workshop will ex plore how a single Kanban Board might
v isualise these multiple aspects in a limited and constrained space.
1 3:30 - 1 5:00 Scrum and Kanban - Like Chocolate and Peanut Butter Damon Poole A sia 5
Y ou may hav e heard that Scrum and Kanban are mutually ex clusiv e or that Kanban isn't
good for large software projects. In fact, much as Scrum and XP play well together, so do
Scrum and Kanban. This session is for folks that are already doing Scrum and are curious
about Kanban. It will show how the Lean practice of “One Piece Flow” is the key to both, and
look at how to mix and match Scrum and Kanban to fine tune a process that fits y our
circumstances. This will include: decoupling once-per iteration activ ities from the
iteration, work-in-progress limits, and the concept of “pull.”
1 3:30 - 1 5:00 Effectiv e questions for an agile coach A rto Eskelinen , Sami A ustralia 3
A n agile coach is ty pically an ex perienced ex pert. He has a solution for ev ery thing. In Honkonen
many cases, good adv ices without client’s ownership will not lead to real change.
Sometimes it may be wiser to abstain from giv ing direct adv ice and ask questions instead.
In this workshop the participants will learn why use questions when coaching and how to
make them effectiv e. We will practice making great questions that increase coachee's
awareness and help him find solutions himself. We will also present a clear model of how to
proceed from a problem to improv ement using questions.
Duration: 90 minutes | Lev el: Practicing | Stage: Coaching Agile |
1 3:30 - 1 5:00 How Low Can Y ou Go: Doing the Defect Managem ent Lim bo Lisa Crispin E-1
In the party game Limbo, y ou set a bar lower and lower. Play ers must dance under the bar
without touching the floor. When it comes to bugs, we also want to set the bar lower – fewer
bugs are better. How do we do that, and what about our huge defect queue? Lean
dev elopment tells us queues are waste, but don't we need defect tracking sy stems (DTS)?
We’ll discuss different approaches to bugs, from “fix and forget” to lightweight DTS. We’ll
look what we can learn from bugs, including A ntony Marcano’s “hidden backlog” concept.
We’ll ex plore agile way s to prev ent bugs.
1 3:30 - 1 5:00 T he biggest bang for the buck! Strategies to organize & prioritize y our backlog Michael Sahota , Gino E-2
Selecting and deliv ering the most important work is a critical success factor in A gile Marckx
projects. But how do y ou know what is important? Unless y ou are psy chic, some help would
come in handy . Get a guided tour to a v ariety of strategies and tools to manage y our
backlog. Understand the benefits of each approach using a model that puts them in contex t;
learn how to make informed decisions on which to use in y our situation. E.g. Innov ation
Games®, Story Map, Software By Numbers, Kano A naly sis. A series of hands-on ex ercises
will help ground y our understanding so come ready to play !
Duration: 90 minutes | Lev el: Introductory | Stage: Product Management |
1 3:30 - 1 5:00 Im prov ing Custom er Conv ersations Esther Derby E-3
It’s not easy to build the right product. People don't alway s know ex actly what they need,
want things that won't help, and don't imagine what’s possible. Further, most people aren’t
born with the ability to speak naturally in user stories or concise requirements statements.
So we must learn how to ask the right questions, draw out pertinent information and
understand our customer's world. This session ex plores how to make the most of questions:
different ty pes of questions, when to use each, and signs that y ou need to probe deeper.
1 3:30 - 1 5:00 Using story telling to explore the rich contex t of user experience Whitney Quesenbery E-4
We all tell stories—they are an easy way to communicate. Agile uses Stories as a core
technique to ex plore needs and benefits for each unit of work. This workshop will look at
complementary way s to use story telling and stories to add depth to the team’s
understanding of the rich contex t of user ex perience. These ty pes of stories help y ou
understand users, add perspectiv e and contex t to personas, and ex plore early design ideas.
This hands-on workshop will ex plore additional way s to use stories to keep the big picture
in v iew.
1 3:30 - 1 5:00 A gile T eam s: Surprising Ex ceptions to Com m on Ex pectations Gil Broza , Dav id Spann Southern
A gile teams tend to work better when they ex hibit certain qualities, competencies and Hemisphere
behav iors. Conv ersely , teams are much less effectiv e when they ex hibit other traits that II
run counter to A gile ex pectations. Or so the literature say s… But is that the complete
picture? During this workshop participants will identify and consolidate factors that
enabled the challenged, imminent-failure teams to succeed, as well as the factors that
inhibited potentially great teams. These lessons will assist them on future teams and
integrate real-world ex perience into the Agile body of knowledge.
Duration: 90 minutes | Lev el: Practicing | Stage: Leadership & Culture |
1 3:30 - 1 5:00 T rust, Authenticity & Forgiv eness: Workplaces Where People T hriv e & Sharon Buckmaster , Diana Southern
Produce Larsen Hemisphere
Trust is a key ingredient for collaborativ e work. Y et ev en when things go wrong, the team III
must recov er to remain productiv e. A s team members we must trust, learn to forgiv e, and
mov e forward when trust needs rebuilding. Taking a look at the origins and the behav ioral
components of trust - including the indiv idual propensity to trust (or distrust), we’ll build a
foundation for discov ering the role of trust and forgiv eness in teams. We’ll also ex plore why
a clearer understanding of interpersonal behav ior across gender and other differences can
lead to mistrust or accelerate trust building.

Teams |
1 3:30 - 1 5:00 Pinocchio: On Becom ing a Lean Leader Portia Tung , Pascal V an Southern
Y ou’re a mischiev ous wooden little boy who dreams of becoming a manager one day . On Cauwenberghe Hemisphere
y our journey , y ou'll encounter characters that will lead y ou astray and others who'll help IV /V
y ou find y our way back to y our goal. Discov er how y ou can apply some Lean Leadership
tools: * Long term philosophy * Focus on V alue * Relentless Reflection and Continuous
Improv ement * Leadership Discipline * Decisions based on Consensus Join us to put some
Lean leadership tools into practice and come up with 3 actions to take away . Giv e y our
story a Happy Ending with the help of talking animals.
Time: 15:30 - 17 :00
15:30 - Managem ent for the Agile A ge - Stewardship and Partnership for A gile T eam s Paul Hodgetts A -1
17 :00 Many enterprise agile transitions run into the same serious impediment - an inability to
manage and gov ern in a way consistent with agile v alues. Many managers struggle to define
their role in an agile organization. This thought-prov oking session ex plores why
conv entional management approaches are fundamentally incompatible with self-organizing
teams, and proposes specific steps for redefining the boss-worker relationship and ev olv ing
our organizational structures. We'll also tackle the issues of job classifications, performance
ev aluations and compensation in an agile env ironment.
15:30 - Has Any thing Changed? A shley Johnson A -2

17 :00 Marketing talks about backlogs and product owners. Dev elopers talk about CI, TDD,
standup meetings, and user stories. Operations talks about lean. But has any thing really
changed across the business? Do we produce real v alue faster? Through a series of group
ex ercises, we will identify issues prev enting progress in y our organization, hear others'
solutions to them, and ex plore how y ou can apply those solutions to y our env ironment.
Come to this session ready to collaborate. Bring y our challenges. Most important, come
prepared to work as if the solution depends entirely on y ou.
15:30 - T oday 's best practice is tom orrow's proc ess sm ell Dav e Nicolette A -3
17 :00 The premise: A "best practice" at one lev el of maturity becomes a "process smell" that guides
us to the nex t lev el of maturity . There is a tendency to "lock in" a set of assumptions and
practices and to assume this represents "agile best practice." Rather than locking in, we
should be guided by the principle, "question ev ery thing." This applies especially to our own
assumptions about what constitutes agile best practice. Otherwise, our thinking will ossify
and we will cease to improv e the ov erall agile toolkit and our own ability to add v alue for
customers.
15:30 - A pply ing Agile Dev elopm ent Practices to Distributed T eam s Jutta Eckstein A -4
17 :00 For a distributed team it is ev en more important to pay 'Continuous attention to technical
ex cellence and good design' as the Agile Manifesto requests. Y et, how to implement the
ty pical agile dev elopment practices like pair programming or collectiv e code ownership in
a distributed setting? Moreov er are there any differences or things to watch out for when
apply ing “easier” practices like unit testing or refactoring? In this session I want to focus on
the impact and application of agile dev elopment practices in distributed teams and how
such a team can ensure its technical ex cellence.
15:30 - T he Butterfly Effect – How the little things y ou do affec t y ou later Peter Prov ost A sia 1
17 :00 The butterfly effect is a phrase from chaos theory that describes how a dy namic sy stem can
be v ery sensitiv e to changes in the initial conditions. A s the story goes, a butterfly flaps its
wings in Maine and causes a hurricane in India that floods millions from their homes.
Software sy stems, and in particular the sy stems we call "teams" and "processes" are v ery
similar and are also subject to the same kind of unex pected outcomes. How do changes to
processes, rules, guidelines and gates impact the work the team does? How does it impact
the thing they produce?
15:30 - Mapping the Agile Enablem ent Battlefield George Schlitz , Giora A sia 2
17 :00 Most agile initiativ es focus solely on deliv ery and ex ecution while ignoring the impact that Morein
such a radical change will hav e on an organization. It is the responsibility of the SM to
shield the team from such distractions rather than lev erage them as enablement tools. V ia a
military metaphor, we use a simple technique of mapping influences acting on projects.
Mapping is used to analy ze the organization to identify potential risks and decide where to
ex ert influence to make the difference between the beginning of an agile transformation and
the end of a single agile project.
15:30 - T hat Baby Is Ugly : Protecting Nay say ers and Guarding Quality on HPT s Lisa Moore , Christian A sia 3
17 :00 Sometimes y ou just hav e to call the baby ugly – that is hard to do when the baby belongs to Gruber
y ou -- or y our team. Howev er, an objectiv e v iew rev eals that software product is in
distress, features are getting less and less stable at each release, the user hasn’t been
considered, but the team wants to stay positiv e.

Teams |
15:30 - It's A ll In the Cards Lisamarie Babik A sia 4

17 :00 The hallmarks of a “good” story card are that it describes business v alue, can be estimated,
and can be tested. When I’m asked how to write good story cards, I ty pically answer, “Y ou
start by writing a couple hundred bad ones.” Like all things, it takes practice to improv e.
There are, howev er, way s to write better story cards from the start. This session will
ex plore the good, the bad, and the ugly of story card writing using ex amples from real
projects and will giv e participants an opportunity to ex ercise their story writing skills for
their own projects.
15:30 - Fixed-Bid, Fixed-Feature, Fixed-T im e Agile Dev elopm ent Dan Rawsthorne A sia 5
17 :00 Many people think that agile dev elopment is for open-ended, ambiguously -defined,
projects – but not for fix ed-price, fix ed-time, fix ed-feature ones. Nothing could be further
from the truth! I hav e seen successful agile fix ed-price contracts for ov er 25 y ears, and
believ e that agility is _required_ for fix ed-price to succeed. I hav e learned many lessons:
some of them bad, most of them good. In this talk I present some guidance about how to do
these projects successfully : how the organization works in an agile way ; how to dev elop a
strategy for the project; and how to monitor its progress.
Duration: 90 minutes | Lev el: Introductory | Stage: Project Management |
15:30 - Behav iour Driv en Dev elopm ent for Life Elizabeth Keogh A ustralia 3
17 :00 BDD is a Lean toolset that encompasses the whole software lifecy cle. In BDD we define goals
at v ary ing lev els of granularity , talk through the definition with stakeholders, ex plore
contex ts to produce different outcomes, and break down large goals into smaller sub-goals
for quick learning. With a few additional tools from coaching, NLP and Real Options, these
patterns can be applied to real life - and it's also a fun way to practice the BDD mindset. This
talk introduces the non-technical principles of full-stack BDD together with a few simple
ex amples, so is suitable for beginners.
15:30 - T esting When Y ou're Not Autom ated (Y et) Kay Johansen , Zhon E-1
17 :00 Ideally , as an A gile tester y ou would enjoy full participation of customers and Johansen
programmers in creating automated acceptance tests for ev ery feature before it’s coded,
and manual regression testing would be a thing of the past. For many reasons, this is not
often the case. How do y ou balance releasing rapidly with adequate testing, especially when
y ou’re dealing with an ex isting product with few or no automated tests? In this tutorial
y ou'll practice simple, prov en techniques for quickly getting control of manual testing on
an A gile project, while making time for learning and improv ements.
15:30 - Product Managem ent, Agile and Custom er Dev elopm ent Barry Paquet E-2
17 :00 The greatest cause of failure for new product introductions is not product dev elopment
(i.e., the product), but in the dev elopment of customers and markets. Customer
Dev elopment is about discov ering and learning who y our customers are. It’s a parallel
process to Product Dev elopment only that it is customer and market centric. Session
participants can ex pect an introduction to Customer Dev elopment and how the essential
roles of Product Management and A gile Dev elopment combine to minimize
product/market risk.
15:30 - Life's not a Beach, it's a Gam e: Innov ation Gam es® for Agile T eam s Luke Hohmann , Cory Foy E-3
17 :00 One of the most important decisions a team can make is deciding what features it wants to
deliv er, and when to deliv er them. Deliv ering the wrong features too early can lead to
failure and deliv ering them too late, or for the wrong market segment, can lead to a
competitiv e disadv antage and lost sales. In this hands-on workshop, Cory and Luke will
show y ou how to use collaborativ e play with customers to discov er how they think and
what they v alue, and use this information to effectiv ely prioritize and release the features
they want - when they want them.
15:30 - Make Stuff People can Use Samantha Starmer E-4

17 :00 There doesn't hav e to be tension between user ex perience methodologies and teams
working to deliv er fast, v alue-added iterations. Any agile team member can participate in
deliv ering great user ex periences without slowing work. Engaging the full agile team in
keeping users central to their thinking is the best way to successfully incorporate emergent
requirements and prov ide innov ativ e and usable ex periences. This activ e session
illustrates how user-centric gains can be made with a few activ ities that activ ate user
empathy and prov ide enhanced ability to prov ide deliv erables for users’ needs.
15:30 - A gile Managers: T he Essence of Leadership Johanna Rothman Southern

17 :00 A s organizations hav e transitioned to agile projects and programs, what happens to the Hemisphere
managers? Do we need managers any more? Y es, we need managers. And, in an agile II
organization, where the managers are freed from the day -to-day tactical project tasks, we
need them more than ev er as leaders doing strategic work: managing the project portfolio,
remov ing organizational obstacles, building trusting relationships with technical staff,
coaching, prov iding feedback, assisting with career dev elopment, leading the hiring
decisions and process, and building the capacity of the organization.
15:30 - A gile for the Practical Project Manager Greg Smith Southern
17 :00 In this 60 minute presentation, we will prov ide a 360 degree v iew of Agile and how it Hemisphere
relates to the classic project manager role. We will discuss the flav ors of Agile, how to pick III
and choose practices from the flav ors, and how to create an A gile lifecy cle that thriv es
within a specific company and env ironment. We will look at the ov erall Project
Management lifecy cle and where Agile fits in. We will also discuss the Scrum Master role
and how it can be done in parallel with classic PM work. This presentation has been
presented to ov er 1000 project managers to superb rev iews.
15:30 - Collaborating with Non-Collaborators Polly anna Pix ton Southern

17 :00 How can we deal with non-collaborators? We can’t change them but we might be able to Hemisphere
work with them – or, work around them. How do we know? In this interactiv e course, y ou IV /V
will learn how to identify non-collaborators, understand the sy stems y our non-
collaborators work in, assess the sy stems y ou work in, build a map of traits, and map tools
for dealing with non-collaborators.
Time: 17 :15 - 18:15
17 :1 5 - 1 8:1 5 Industry A naly st Roundtable: Agile T rends and Future Direc tions Dav e West, Dav id Norton , Southern
Come join the leading industry analy sts as they discuss the latest trends and emerging best Melinda Ballou, Michael Hemisphere
practices around Agile software dev elopment. Learn how the most successful software A zoff IV
organizations are utilizing Agile to driv e business performance. Find out how the latest
innov ations in Agile practices continue to mature as dev elopment organizations deploy
A gile further across the enterprise.
Time: 8:00 - 9:00

Souther
Foy ers
Time: 9:00 - 10:30
9:00 - 10:30 A ccelerating Y our Organization’s Agile Adoption Bry an Campbell , Robbie A -1
A s more organizations adopt A gile practices they want to rapidly ex tend these benefits Mac Iv er
across their enterprise. Howev er, agile adoption is challenging and teams can often start
regressing backwards in the 'J-curv e' effect after a few iterations. Using a skills maturity
framework, organizations can assess where they are and accelerate their agile adoption
av oiding the costs associated with the 'J-curv e' effect. Participants will hav e an opportunity
to practice by measuring their own agile maturity and working through some real-world
problem scenarios with their fellow participants.
9:00 - 10:30 A greeing on Business Value Using Sy stem s T hinking Pascal V an Cauwenberghe , A -2
Defining v alue, reasoning why those v alues matter and figuring out how a project will Portia Tung
deliv er that v alue is crucial to a project's success. One of the results we'v e seen consistently
is higher v alue, for less cost. So why do so few projects define and measure the v alues they
were created to achiev e? Because agreeing on v alues with div erse stakeholders is hard.
Ex perience how to build business v alue models based on business v alue driv ers to
determine what's really needed. See how the models help y ou achiev e our projects' goals.
Learn how y ou can help define and deliv er v alue.
9:00 - 10:30 A holistic approach to sc aling agile at Salesforce.com Stev e Greene , Nicola A -3
Salesforce.com is 1 00% agile across our 1 000 person Technology & Products organization. Dourambeis
Our brand of agile, A daptiv e Deliv ery Methodology (A DM) enables our 1 00+ teams to
collaborativ ely deliv er high quality throughput reliably 3 times a y ear to more than
67 ,900 customers worldwide. Scaling while remaining true to agile v alues is incredibly
hard. In the 3 y ears since our rollout, we hav e scaled A DM successfully by approaching
scale holistically --considering impacts to people, process and technology . ADM encourages
collaboration and v isibility as opposed to centralized control and ex clusion.
9:00 - 10:30 Scaling Software Agility : Adv anced Practices for Large Enterprises Dean Leffingwell A -4
Dean Leffingwell describes how rapidly adv ancing agile methods are being successfully
applied to enterprise-class software dev elopment. He describes emerging practices
including: lean requirements practices that scale to the full needs of the enterprise,
intentionally emergent architectures, achiev ing strategic alignment and product
dev elopment flow with the A gile Release Train, a kanban sy stem for re-architecting large-
scale sy stems, and strategies for agile portfolio management.
Duration: 90 minutes | Lev el: Ex pert | Stage: Large Scale & Distributed A gile |
9:00 - 10:30 Code Retreat Rob Park A sia 1

Code retreats are happening all around the world. What are they ? Software craftsmen from
all ov er get together somewhere in the world on a Saturday and do sev eral iterations of pair
programming and test-driv ing Conway ’s Game of Life. More information on the general idea
and future ev ents can be found at: http://coderetreat.ning.com/ev ents. For this session,
we will only hav e time for a single iteration, but that should be enough to giv e y ou the code
retreat fev er (and if y ou catch it, we'll continue in open space afterward). Please bring y our
laptop and dev env ironment of choice.
9:00 - 10:30 RIM's Agile story , the Millionaire gam e show Mike Osmond , Ed Willis A sia 2
The sty le of the presentation will be a Millionaire game show format guiding the audience
through the history of A gile at RIM by answering progressiv ely more challenging multi-
choice questions for each milestone of the narrativ e. Each question will be introduced with
a summary of the milestone contex t, and the audience will be asked to predict the nex t
step. Wry humor will keep both nov ice and A gilista amused and engaged. The audience will
wait with baited breath as with suspense and drama the answer is rev ealed, and the nex t
stage of the ‘RIM A gile story ’ is fleshed out with v isuals.
Duration: 90 minutes | Lev el: Practicing | Stage: Enterprise Improv ement |
9:00 - 10:30 Making feedback work in y our team s Sumeet Moghe A sia 3
One of the key v alues of XP is Feedback. While teams and software dev elopment
organisations focus on sy stemic issues and technical improv ements for their A gile journey ,
the importance of sharing feedback amongst each other somehow falls by the way side.
Feedback in peer groups allows us to rapidly mov e from forming, storming and norming
stages, to performing. On Agile teams that are focussed on communication, this is key to
success. In this workshop, I will share with y ou how we approach feedback at my workplace
and ex plain some of the principles we use to giv e and receiv e feedback ev ery day .

Teams |
9:00 - 10:30 Scrum Metrics for Hy perproductiv e T eam s: How T hey Fly Like Fighter Jeff Sutherland , Scott A sia 4
A ircraft Downey
Scrum teams use lightweight metrics like story points, the burndown chart, and team
v elocity . The inv entor of Scrum was a fighter pilot and used the burndown chart to help
teams land a sprint properly . Recent work with hy perproductiv e teams shows they are like
modern jet fighters in two way s. They hav e engines that produce v elocity --alignment of the
team, and team spirit. A nd they carefully measures aspects of performance to make slight
adjustments in flight. Failing to constantly adjust the flight of the team can result in a
hy perproductiv e crash into waterfall performance.
9:00 - 10:30 I'm T he Business And A gile Was My Idea Craig Smith A sia 5
A gile is often traditionally associated as being ex clusiv ely applicable to the field of software
dev elopment. Howev er, non-software dev elopment projects can take ownership and use
agile v alues, principles and practices to great effect. In this session, I will offer some
approaches, techniques and ex amples for introducing agile into parts of the organisation
that traditionally may not hav e considered it such as central serv ices like finance, HR,
marketing, traditional business areas as well as other areas of IT like infrastructure and
prov ide some real-life ex amples along the way .
9:00 - 10:30 Lean and Agile: Room m ates, Married, or T wins? Carlton Nettleton , Gil A ustralia 3
What is Lean? Is Lean the nex t "big thing" I need to learn -- or is Kanban enough? Is A gile Broza
still relev ant? To add to the confusion, there seem to be sev eral different interpretations of
Lean Thinking in the A gile community ! In this panel, four Agile/Lean thought leaders and
practitioners will discuss the essential elements of Lean and its relationship to A gile. Our
panelists will share their ideas about Lean, show similarities they see between Lean and
A gile, and help attendees understand (and perhaps reconcile) any differences.
9:00 - 10:30 T en tips ev ery agile team should know about Perform ance testing Jeff Norris E-1
This session cov ers 1 0 tips successful agile teams hav e used to ensure their success. Learn
performance anti-patterns like "Too green for his own good" and "Scrooge" and how to spot
them before it is too late. Learn how to prev ent problems in the first place using techniques
like "Test early , test often" and "Listen to y our users" (Y eah, that one is obv ious). Y ou will
ev en get to play a fun game that will teach y ou spot some performance problems like a pro.
9:00 - 10:30 T he Art of the Hackathon Chris Browne E-2

hack-a-thon [hak-uh-thon]: a period of time for which team members are giv en the freedom
to work on whatev er they want with few restrictions in an env ironment where creativ ity is
encouraged. Most organizations v alue innov ation, but often it's unclear how to build time
for creativ ity into their dev elopment cy cles. This discussion will focus on practical
hackathon implementations, how to run them effectiv ely and what to do with the results.
Hackathons are a great way to keep dev elopment teams engaged and their energy high so
why not let the rest of the company join in on the fun?
9:00 - 10:30 T he Right Way to Wirefram e Todd Zaki Warfel E-3

What happens when y ou take 4 designers, giv e them all the same design problem and
challenge them to come up with a solution and document their entire process? This highly
interactiv e panel takes a detailed behind the scene look at their process, including:
research, IA /interaction design, wireframing/prototy ping and v isual design. Each
presentation will wrap up with a time-lapse v ideo of their entire process from start to finish.
9:00 - 10:30 T he User Feedback T wo-Step Hugh Bey er E-4
One challenge of A gile dev elopment is to integrate UX work with the fast iterations of an
A gile project. The User Feedback Two-Step is a best practice UX team members perform to
juggle their work with dev elopers and with end-users. Nimble play ers can be ready with
designed and tested user interfaces when dev elopers need them, and can implement user
acceptance testing during iterations. We use a simulation game to giv e participants the
ex perience of working in such a project—both as dev elopers and as UX ex perts showing
how to plan stories and schedule work into coherent iterations.
9:00 - 10:30 Nano-increm ental Dev elopm ent - Elephant Carpaccio A ndrew Shafer , Alistair Southern
If breaking features down to small tasks is good, what happens if we crank breaking features Cockburn Hemisphere
down to 11 ? This is a workshop for both product owners and programmers. We will mix into II
groups of programmers and analy sts then ev ery group will be working to implement a small
program. Each group will decompose the problem into initial requests, then the
programmers will deliv er those features in fiv e 1 0-minute iterations, with the analy st
adjusting requests on the fly . Programming language and env ironment agnostic, but
programmers should bring a laptop with their preferred env ironment setup.
9:00 - 10:30 T he T ask Com m itm ent Gam e Michele Sliger Southern
The Task Commitment Game helps team members allocate their time across tasks in an Hemisphere
iteration. Designed to be play ed during the iteration planning meeting, this game IV /V
specifically helps teams whose members are still working in narrowly defined skill sets.
A ttendees will play the game as members of a team who don’t hav e enough av ailable hours
in the iteration to get all the tasks done. A fter the game is complete, two additional
v ariations will be shown: an online v ersion for distributed teams from Innov ation Games®,
and a minimalist v ersion for the busy or budget-constrained.
Time: 11:00 - 12:00
1 1:00 - 1 2:00 Using Scrum to Com plem ent Existing Organizational T ransform ation Elizabeth Woodward , A -1
Methods Helen McKinstry
Like many other large-scale organizations, we hav e engaged in organizational
transformation by using and adapting recognized change management principles. While
rely ing on John Kotter’s eight essential principles led to some dramatic successes, we found
that our own inconsistencies in how we engaged stakeholders and demonstrated short-term
wins impacted the lev el of success. In this session, we will discuss how Scrum complements
the eight steps of transformation, prov ide practical guidance in how to lev erage Scrum and
prov ide project ex amples that demonstrated the v alue of the integration.
1 1:00 - 1 2:00 From Estim ate to Contract - Choosing the Right Model for Y our Situation Chris Shinkle , Jim LaRue A -2
Because we work within a v ariety of industries, including medical and defense, we use
sev eral different contracting models. In any particular scenario, more than one model
*could* work. This talk will discuss how to select the right model and go from estimates to a
cooperativ e contracting model that fits the situation. It will also ex plore methods for
properly accounting for risk. Finally , it will look at way s to best present the information to a
client so that they clearly understand options av ailable.
1 1:00 - 1 2:00 30 Dev T eam s say ing: “By e, by e Scrum . Hello Kanban.” Fernando Trigoso A -3
Is y our team thinking about mov ing to Kanban? Do y ou want to know the benefits and
pitfalls y ou may face? Ultimate Software is knee deep in a large-scale transition to Kanban.
We hav e mov ed 200 people (from 30 Scrum teams) to Kanban. A nd we hav e collected ov er
a y ear’s worth of data from ev ery team. These teams didn’t just mov e to Kanban, they hav e
also merged into much larger dev elopment teams. Each team has between 1 5 and 30
people. In this presentation I’ll focus on lessons learned regarding Kanban and large teams.
I’ll tell y ou what has and hasn’t worked for us.
1 1:00 - 1 2:00 Mind the Gap! Principles of hy perproductiv e fully distributed Scrum Guido Schoonheim A -4
The author and Jeff Sutherland prev iously showed (at A gile2008,2009) Scrum teams using
XP practices achiev ed distributed v elocity equal to local v elocity with multiple distributed
teams. This was shown under ex treme timezones and at large scale dev elopment. The
authors hav e formalized the principles & practices that are the foundation for
hy perproductiv e fully distributed Scrum. This framework has been published as free e-book
(SEE A TTA CHMENT) and is the subject of this presentation. New ex periences and figures on
recent projects will be shared to illustrate the pitfalls and success points.
1 1:00 - 1 2:00 Dev eloper's Guide to Feedback Driv en Dev elopm ent Marty Haught A sia 1
A new approach for building software has emerged from the world of startups. Steeped with
agile and lean principles, these ideas are being championed by Eric Ries, Stev e Blank, Dav e
McClure and others. Feedback Driv en Dev elopment, as I am calling it, is one facet of these
ideas. A s the name implies, we use the interaction of users and their activ ity to determine if
our software is deliv ering v alue. This talk will cov er what it is, how y ou use it in the
dev elopment cy cle, ex plore sev eral implementations and discuss the realities of
integration.
1 1:00 - 1 2:00 A gile T ransitions: Cannonball and Stealth Approaches Exposed/Com pared Kev in Schlabach A sia 2
Y ou'v e discov ered agile and are ex cited! Y ou are a leader within y our team or company .
Y our nex t question is "How do I ignite this fire and get agile to take root in my
organization?" A fter ex periencing two ex treme opposite transitions, I will tell the story of
these approaches along with their successes, failures, and lessons learned. One transition
occurred in a regulated global 50 company including offshore teams which dov e headfirst
into Scrum and XP within 3 months. The second is a stealth transition in a small .com
startup company that is still ongoing after 3 y ears.
1 1:00 - 1 2:00 A graphical approach to im prov e the cost/benefit ratio of user stories Maurits Rijk A sia 3
User stories are a great way to capture requirements and are successfully used in many
projects. Ev ery user story comes with a business v alue and a effort needed to implement
the story , usually in software. Since there are almost alway s more requirements than
budget (or any other limiting factor like time, av ailable resources, etc) decisions hav e to be
made on which stories to pick up in which order. Usually the stories are prioritized by the
product owner and put on a tex tual product backlog. We will show how a graphical
ov erv iew will stimulate the right side of our brains.
1 1:00 - 1 2:00 Pairing Gam es as Intentional Practice Moss Collum , Laura Dean A sia 4
Ev en ex perienced agile dev elopers sometimes struggle with pair programming. Pairs may
hav e trouble agreeing on a direction, or may find that one person has taken ov er. Y et
specific adv ice about pair programming is hard to find, and we may not ev en know which
skills we lack. A s a group, we'll build a model for thinking about pairing skills. Then we'll
suggest some games--constrained formats for short pairing sessions--that can act as
intentional practice for these skills. A fter try ing out a few games together, we'll share our
ex periences and try to inv ent some new ones.
1 1:00 - 1 2:00 Estim ating and Managing Fixed Price Contracts For Agile Projects Mark Balbes A sia 5
Fix ed price contracts written before a project starts lock in a fix ed set of deliv erables. A gile
processes allow the customer to change his mind about those deliv erables. In this report,
we will describe how our project copes with this dissonance, including how we estimate
project scope and write statements of work to allow the flex ibility of change. We will also
show how we manage the project through the life of the contract to meet real customer
needs and the letter of the contract. The session will end with a demonstration of our
project estimation process followed by a group discussion.
1 1:00 - 1 2:00 Coaching Agile T eam s: Using Silent Work T echniques to Get to Astonishing Ly ssa Adkins A ustralia 3
Results
The word "respect" tops the list of both the Scrum V alues and the XP V alues. In both, the
agile definition of respect comes through loud and clear: to hear ideas from ev ery one on
the team because div ersity of ideas y ields astonishing results. Y et, ev ery team I'v e coached
seems div ided into two camps - the dominant ones and the quiet ones. Just talking and
brainstorming doesn't lev el the play ing field. But "silent work" does. Come to this session to
practice techniques y ou can take home so that y our teams become free to create more and
better results (faster, too) through silent work.
1 1 :00 - 1 1 :30 Ex periences on test planning practices in A gile m ode of operation Ev eliina V uolli E-1
The presentation describes how the test planning practices hav e ev olv ed in our large scale
organization when mov ing from the waterfall sty le software dev elopment towards Agile
way s of working. It discusses the different aspects of the test planning: Which activ ities are
required in the high lev el release v s. detailed sprint planning? What is the difference
between the team lev el planning v s. planning required across the teams in a large
organization? Ex amples of useful practices are presented as well as ex periences on things
which hav e not worked so well.
1 1:30 - 1 2:00 T urning m ountains into m olehills: A story of QA Dav e Haeffner E-1
Dav e Haeffner had just changed jobs within his company . Completely shifting his career
paradigm from Sy stems A dministration to Quality A ssurance. If only he knew the
challenges that faced him in the y ear ahead. He might get ex cited, or may be, he would hav e
thought twice. There was v ery little he knew about his new role but that didn't worry him.
The mountainous challenges that faced QA is what kept him up at night. Join him as he
retraces his steps, sharing lessons learned, how he helped change QA from the bottom up,
and how he turned those mountainous challenges into molehills.
1 1:00 - 1 2:00 Product Road-Mapping using Agile Principles A nupam Kundu E-2
A s agile practices become more prev alent, Product Management div isions face increasing
challenges to adapt agile techniques. Most Agile project teams prefer direct collaboration
with the strategy makers for decision making ov er reporting metrics; the reality is that only
a few product/portfolio managers are actually capable of paradigm shifts to accommodate
this drift. What is needed to make this shift? The paper outlines an agile-enabled framework
adopted by the digital div ision of a publishing house to charter their product roadmap and
enable their project team with the “big picture”.
1 1:00 - 1 2:00 Bey ond Sprint 0: Using Collaborativ e Product Discov ery to Plan Agile Projects Jeff Patton E-3
In this class y ou'll learn the mechanics of collaborativ e product discov ery : a short intense
collaborativ e phase that precedes a successful agile project. Discov ery workshops lev erage
design thinking to mov e from product idea through to a backlog and dev elopment plan. In
this class y ou'll fill y our practice toolbox with dozens of practices to mix and match in a
series of discov ery workshops that inv olv e stakeholders, users, and the whole team to build
y our product backlog, env ision y our product's user ex perience, estimate dev elopment
time, and plan successful product releases.
1 1 :00 - 1 1 :30 A gile T ransition: How the UX Research T eam Did Not Fall Off the Bandwagon Jennifer Padilla E-4
This presentation will cov er the ev olution of a centralized user ex perience research team as
the engineering organization transitioned from waterfall to an agile dev elopment process.
The ex perience report will discuss how a team of three user ex perience researchers was
able to adapt to changes in the dev elopment process and how we were able to work with
ov er 10 scrum teams to deliv er usability results that impacted the teams’ product backlogs.
Concrete ex amples will also be presented to illustrate how the UX research team was able to
ev olv e with the rest of the engineering organization.
1 1:30 - 1 2:00 Making Usability T esting Agile Cindy McCracken , Sky e E-4
We all know that testing designs with users is an important step in iterating toward a great Pazuchanics
product. But using traditional testing methods in a fast-mov ing agile env ironment falls
short, as our UX team has discov ered. To speed things up, we took adv antage of resources
our company already had - including support staff to recruit users, the customer
relationship manager to track participants, and web conference tools to do remote testing.
We'll share our failures, successes and challenges as we hav e modified our methods to be
more in sy nc with our product owners and dev elopers.
1 1:00 - 1 2:00 A gile My thbusters: Reality ov er Rhetoric Scott A mbler Southern

There are many my ths regarding agile software dev elopment, such as agile has been Hemisphere
adopted by the majority of teams, that agile approaches are more effectiv e, that agile teams II
don’t do up front modeling, that agile teams produce less documentation, that TDD is
commonly practiced, and so on. Some of those my ths are true, some false, and some we’re
not so sure about y et. This talk summarizes the results of 4 y ears of industry surv ey s
concerning the adoption and effectiv eness of agile techniques. Let's cut through the dogma
and instead focus on what agile practitioners are actually doing.
1 1:00 - 1 2:00 Virtual Reality Meets Scrum : A Senior T eam Mov es from Managem ent to Dina Friis , Jens Ostergaard Southern
Leadership Hemisphere
The role of managers in a Scrum organization is a topic of high interest with almost no IV /V
research. Changes in management roles and behav iors a Scrum env ironment were
ev aluated in a rapidly growing, social entertainment and gaming company in Finland.
Sulake introduced Scrum in 2006 and within 6 months institutionalized Scrum across the
organization. The biggest challenges for managers were keeping up with the team and
learning to "let go" and stop micro-managing the teams. The ex perience of the managers and
their transition in roles and perceptions of the teams will be described in detail.
Time: 12:00 - 13:30

Hemisphere
B,C,D
1 2:30 - 1 3:1 5 Ex trem e Fishbowl 2010 J. B. Rainsberger , Jeff Southern

y our last!
Time: 13:30 - 15:00
1 3:30 - 1 5:00 Energize Y our Agile Com m unity with Roundtable Zhon Johansen , Kay A -1
Do y ou remember the energy from the early XP/A gile conferences? Want this same energy Johansen
in y our local community or inside y our company ? Don't wait for someone else to do it -
begin a roundtable today . Started by Alistair Cockburn, the Salt Lake A gile Roundtable ov er
1 3 y ears has produced a thriv ing local A gile community , strong A gile teams at local
companies, major A gile conferences, and two Gordon Pask award winners. In this session,
y ou'll see and try the practices that work for us. Y ou'll ex perience the unique feel of our
user group and leav e ready to start or re-energize y our community .
1 3:30 - 1 5:00 Using Agile and Lean to Lead Business T ransform ation Dennis Stev ens A -2
Companies need a sustainable model for leading continuous change - y et most leadership
teams are too busy running the business to effectiv ely lead change. Many transformation
efforts fail due to false starts, organizational resistance, and a lack of effectiv e gov ernance.
We will ex plore a strategic change project management model that has repeatedly resulted
in successful ongoing change initiativ es. The model draws on A gile and Lean principles and
techniques to lead change initiativ es in a way that is simple, prov ides focus and
transparency , and builds trust.
1 3:30 - 1 5:00 Being T here Without Being Present: Distributed T eam s and UX Design Joe Sokohl A -4
Ex perience design is ex panding as product dev elopment teams disperse. No longer will
ex perience design occur in one open, phy sical room. Instead, distributed teams will design
as well as dev elop...and they need techniques, guidelines and tools to do so. Dev elopment
has already become a multishore activ ity . Y et how do we ensure that distributed teams also
incorporate ex perience design as an integrate part of their approach and outcome? This
session prov ides principles and guidelines to enable teams to design in a collaborativ e y et
distributed fashion.
1 3:30 - 1 5:00 Zero to Clojure in 90 Minutes Colin Jones A sia 1

We all know that learning one new language a y ear is a great goal for improv ement as an
A gile dev eloper who wants to be more effectiv e. Howev er, it can be a bit intimidating to get
started in a new language, especially one that looks v ery different from what y ou're used to.
Many dev elopers are responding to change (in a macro sense) by learning Clojure, which
brings together the ex pressiv eness and power of Lisp, fantastic concurrency semantics, and
the rich libraries of Jav a. It allows for great simplicity of code, which translates to fewer
mistakes and more working software.

Prax is |
1 3:30 - 1 5:00 Bloody Stupid Johnson T eac hes Agile James Shore , Arlo Belshee A sia 2
This fun and energetic session features "Bloody Stupid" Johnson and The Jester facing off to
architect the Perfect Agile Process (PA P). On their journey , they will get just about
ev ery thing wrong. Come learn what not to do and hav e a good time doing it.
1 3:30 - 1 5:00 Getting Managers and A gile T eam s Out of Each Other's Hair Damon Poole A sia 3
One of the most talked about and least well understood concepts in A gile is the "self-
managing" team. This session will prov ide a new perspectiv e on self-management by
ex amining the ex ternal roots of the practice and by taking a bottom-up look at what it is,
the benefits, and how it works. We’ll see how twelv e widely adopted A gile practices
contribute to self-management by reducing and/or redistributing traditional management
activ ities. These practices prov ide a framework for delegation, communication and
coordination; and encourage team ownership, commitment and accountability .

Teams |
1 3:30 - 1 5:00 Object-Oriented Design and Mock Objects - for Non-Program m ers Brian Marick A sia 4
We're not shy about say ing that testers, programmers, and ev ery one else in the team needs
to become fluent in the business domain. But we're blasé when programming practices and
programming knowledge are the ex clusiv e prov ince of the programmers. That hampers
communication and hurts teams. By simply hav ing people stand up, mov e around, and
speak messages to each other, this workshop will show any one who attends how adv anced
object-oriented programming and test-driv en design works. Although tailored to non-
programmers, programmers may find it useful too.
1 3:30 - 1 5:00 Case Study : First T im e Im plem entation of Agile at a NY State Gov ernm ent Pat Guariglia, PMP, CSP A sia 5
A gency
Like many IT organizations in state gov ernment agencies, NY 's Dept. of Transportation
primarily used Waterfall. I implemented the agency 's first agile projects. I was challenged
by the agency 's unique env ironment, learned lessons, discov ered sy stemic problems,
ov ercame organizational obstacles and changed misconceptions. I will discuss what I'v e
learned during this award-winning project and make recommendations for others in
bureaucratic companies and agencies. DOT's projects are mov ing to agile/scrum and the
institution's IT group is incorporating agile into its PM and SDLC methodologies.
1 3:30 - 1 5:00 What I learned from burning m y parents' house down! Y v es Hanoulle , Robin A ustralia 3
July 1 991 Y v es` parents go on holiday . Leav ing him (19 y ears old) to guard their house. 1 Dy mond
august 1 9 hour 36 minutes: Y v es´ parents house burns down. It was y v es´ fault. A nd y et it
was the best thing that happened to him till 2002. If y ou want to know why , come to our
session. This interactiv e talk will show y ou why a crisis is a good thing. We make the link to
agile transitions and how coaches can use a crisis. Why do people change? Do we consider
their interests when making a change?
1 3:30 - 1 5:00 T esting Oly m pics! T eam s Com pete to Solv e A gile T esting Challenges Nate Oster E-1
Join us for team-based games and compete to solv e the agile testing challenges we all face.
Do y ou still hav e separate “dev ” and “test teams”? Mired by mini-waterfalls? Testing at the
end of the release? Buried by “manual monkey scripts?” We’ll fearlessly tackle these and
more in a fun and humorous series of improv sketches, root-cause roundtables, and “what
if” scenarios. We’ll learn from each other in a friendly competitiv e env ironment as teams
v ote for the best ideas. Y ou’ll leav e with fresh thinking to resolv e or prev ent these testing
dy sfunctions on y our agile teams.
1 3:30 - 1 5:00 Portfolio Managem ent Done Foolishly Max well Keeler E-2
The Motley Fool adopted Scrum as the primary dev elopment sy stem across the enterprise
in December of 2007 . Shortly afterward, we dev eloped a simple initiativ e planning sy stem
to help feed our teams work that was aligned with our strategy . In 2010, we launched new
portfolio management process that allowed us to better utilize Scrum, as described by Ken
Schwaber, for growth initiativ es and Kanban, as described by Dav id Anderson and Corey
Ladas, for managing KTLO (Keep the lights on) work and other sustaining activ ities. This
interactiv e session will describe the framework and our findings.
1 3:30 - 1 5:00 Is It T im e to Ditch Y our Product Backlog? Using Story Maps to Visualize Paul Hodgetts E-3
Backlogs
A gile teams are asked to build product backlogs, but little guidance is giv en on how to
organize them. Many teams utilize simplistic formats for their backlogs, but often lose the
strategic v ision in the lists of stories. Ironically , the same teams use v ery effectiv e v isual
task board formats for their iteration backlogs. What would the task board equiv alent be for
product backlogs? The answer is - Story Maps! In this session, learn the key concepts of
Story Maps and how they v isually present multi-faceted product backlogs. We'll work
through a hands-on ex ercise building an actual story map.
1 3:30 - 1 5:00 Integrating design practices for sm all agile team s on a budget: Y ou can do it! Moses Hohman , Suzanne E-4
Y ou're a small agile dev team with a great idea and a tight budget. Y ou'v e heard about user Thompson
research, usability testing, etc., but hav en't y et successfully integrated them into y our
workflow. Y our attempts hav e challenged y our budget, y our assumptions, and the v ery
agile practices that hav e serv ed y ou so well. Don't stress. We’ll discuss some antipatterns
that hav e emerged, ex posing how we can get in our own way in our quest to dev elop great
software. We’ll then share a range of core design practices and describe strategies for
integrating them into a ty pical small team's agile workflow.
1 3:30 - 1 5:00 Leading a Self-Organizing T eam Mike Cohn Southern

One of the challenges of agile is coming to grips with the role of leaders and managers of Hemisphere
self-organizing teams. Many go to the ex treme of refusing to ex ert any influence on their II
teams at all. Others retain too much of a command-and-control sty le. Leading a self-
organizing team can be a fine line. In this session y ou will learn the proper way s to influence
the path taken by a team to solv ing the problems giv en to it. Y ou will learn how to become
comfortable in this role. Y ou’ll understand why influencing a self-organizing team is neither
sneaky nor inappropriate but is necessary .
1 3:30 - 1 5:00 Learning Best Approaches for y our Brain Mark Lev ison , Roger Southern
Do y ou mentor, coach, teach or just help other people? Do y ou wonder why , after what feels Brown Hemisphere
like y our greatest teaching moments, some people still don’t get it? Neuroscience has IV /V
started to prov ide us with insights into what happens in the learner's brain when we’re
teaching. Learning is really about building and reinforcing ex isting neural networks.
Instead of prov iding a lot of new ideas out of the blue, we need to understand the learners
ex isting contex t and work with that. Instead of focusing on mistakes and errors, we need to
focus on what good solutions look, sound and feel like.
Time: 15:30 - 17 :00
15:30 - Sav oring the spirit of Scrum A lan Cy ment A -1

17 :00 Laws are general, concrete but not comprehensiv e. Thus a judge must interpret it for ev ery
trial. Judges interpret by referring both to cases and the spirit of the law. Scrum has a clear
and concise definition, but in order to use it in real life we need to interpret it depending on
the contex t. There's the equiv alent to case law: case studies and good practices. We'll try to
grasp the often forgotten spirit that liv es and breathes at the core of any healthy Scrum
story . V ia interactiv e activ ities we'll take a sip of the spirit, absorbing with our souls and
bodies the essence of agility .
15:30 - Hiring doesn't hav e to be random Rod Belshee , A rlo Belshee A -2

17 :00 A gile teams need to hire. How do y ou know who will transform y our entire team's ability to
meet its objectiv es? Behav orial Interv iewing is a v ery pragmatic technique that gets to
heart of assessing people. A v oid ty pical mistakes like hiring people similar to y ou ("fit"). Get
good information from people who do not interv iew well, and don't get blinded by those
who do. Focus on the specific traits y ou need in y our team, rather than just skills. Through
ex perience as interv iewers, y our team will also greatly enhance their understanding of each
other, and collaborate more effectiv ely .
15:30 - A chiev ing Chaords in Organizational T ransform ation matt gelbwaks , Nord A -3
17 :00 A s teams aspire towards hy per-performance, libraries hav e materialized to guide teams Samuelson
along their journey s. Unfortunately when results hav e been good, they hav e not been
reproducible Teams and the wider organizations that contain them are simply fractal
representations of each other: simultaneously of the same design but each with greater
complex ity . This complex ity defines the social fields describing the interrelations between
indiv iduals in the organizations. A ddressing complex ity through channeling social fields,
we are able to direct the transformativ e processes with repeatable chaords
15:30 - Scaling Sc rum -- Practical T echniques for Large Organizations Melanie Paquette , Mike A -4
17 :00 Hav e y ou successfully implemented Scrum on y our team, and are hungry to ex pand? A re Osmond
y ou finding the pain of scaling y our Scrum deploy ment too much to handle? Is the Scrum of
Scrums concept not working out the way y ou thought it would? Has someone told y ou that
y ou need to roll out Scrum to a team of 300+ dev elopers? Hav e y ou had success with
scaling Scrum, and want to share what y ou'v e learned with others? If so, join us for this
interactiv e session where we ex plore three different ex periences scaling Scrum in large
organizations.
15:30 - How to screw up Dependency Injection and Inv ersion of Control Christian Gruber , Bry an A sia 1
17 :00 Dependency Injection is a technique that has mov ed out of controv ersy , but it continues to Beecham
cause problems when introduced into codebases. Some consider it a basic principle of good
OO design (separating concerns), while others find it makes their code "magical", creates
confusing code flow, and obfuscates entry points. This session ex amines the worst practices
and patterns to come out of the IoC/D-I tools, their limitations, and their communities.
Focusing on Google Guice and others, we ex amine how and why some of these practices
create worse code, and how such errors can be corrected.
15:30 - Becom ing A gile: Designing a T ransition Plan from Waterfall to A gile Jorgen Hesselberg A sia 2
17 :00 A n increasing number of organizations are transitioning to A gile, but designing a
compelling transition plan to secure ex ecutiv e support can be intimidating. This interactiv e
session will take participants through a fictional business case in which the purpose is to
design a plan to transfer an organization from traditional Waterfall to A gile. The class will
discuss the case and break into groups to analy ze the situation. The case will then be
‘solv ed’ as a class, integrating each group’s findings to design a successful high-lev el
transition plan.
15:30 - Learning is key to A gile success: Building a learning culture on y our A gile Declan Whelan A sia 3
17 :00 team
*“Tell me and I'll forget; show me and I may remember; inv olv e me and I'll understand.”* –
Chinese Prov erb A gile teams that rapidly learn and apply new-found skills become
increasingly adept at embracing change and deliv ering v alue. Team members feel more
fulfilled, motiv ated and v alued. A nd they hav e way more fun! In this session y ou will learn
about agile learning! Learn to recognize learning moments and put in place effectiv e
learning patterns tuned to y our team and contex t. Learn how to build and sustain an
effectiv e learning culture on y our agile team.

Teams |
15:30 - A gile Architecture Retrospectiv e - Inspect-n-A dapt T ool For T he Enterprise A jay Danait A sia 4
17 :00 **A bstract** A gile teams perceiv e architecture-centric approaches as paper-driv en,
heav y weight, insufficiently focused on business results, and deliv ering sy stems that align
with standards not relev ant in the contex t of fast changing business challenges. Enterprise
architects often criticize A gile methods as they perceiv e them as lacking architectural
control or gov ernance. Software A rchitecture Retrospectiv e is a thinking tool for an
enterprise to blend reflections on architecture with agile deliv ery for balancing quick term
business goals with long term architecture initiativ es.
15:30 - A gile Program Managem ent: Another A pproach to Large Projects Johanna Rothman A sia 5
17 :00 Hav e y ou ev er waited weeks for one piece of functionality to release a large project? Hav e
y ou been in the situation where the software is waiting for the hardware? Or, where the
database admin held up the entire release because his work wasn’t coordinated with the
feature-based teams? Program management is the art of coordinating sev eral sub-projects
to a common objectiv e. Until the parts are assembled into the whole, the parts hav e no
v alue to the organization. A gile approaches help manage risk for projects, and can scale to
programs. We'll ex perience risk and coordination as a program.
15:30 - A gile Coaches Dojo Rachel Dav ies A ustralia 3

17 :00 Come to a Dojo for Coaches! Take part in a unique interactiv e session that builds on the
popular Dojo format used by agile dev elopers. Instead of coding problems, we'll be
ex ploring ty pical challenges faced by an Agile Coach. Y ou get to offer y our own counter-
mov es and also hear how other ex perienced coaches would tackle the same problem. What
y ou'll see is more that one way to approach coaching that reflects the personal sty le of each
agile coach and their reaction to a giv en contex t.
15:30 - Why Y our Selenium T ests are so Dang Brittle, and What to Do A bout It Patrick Wilson-Welsh , E-1
17 :00 If y ou are writing automated through-the-GUI tests for a web application, y ou are in danger Dawn Cannan
of creating tests that are more ex pensiv e to maintain than they are worth. With well-
factored Selenium RC tests running in Junit or TestNG, y ou can keep y our abstraction
lay ers or "Lingos" -- small bounded bits of slang for discrete parts of the object model --
separate, thereby reducing the maintenance costs of y our tests, and improv ing y our sanity .
Prerequisites include ex perience with Jav a or C#, and ideally some *basic* OOD familiarity
(inheritance, composition, encapsulation, poly morphism).
15:30 - From Concept to Produc t Backlog - What Happens Before Iteration 0? Gerard Meszaros E-2
17 :00 Many agile methodologies assume a customer (or product owner) walks into the room with
a swack of money and a pile of story cards and tells the dev elopment team to start building
the functionality described on the top few cards. This tutorial prov ides an ov erv iew of what
needs to go on “behind the scenes” between when a project is conceiv ed and when
dev elopment can start in earnest. It identifies the artifacts that may need to be produced,
whether and when they should be produced, which activ ities can be used to produce them
and who should be inv olv ed in those activ ities.
Duration: 90 minutes | Lev el: Introductory | Stage: Product Management |
15:30 - BDD for Analy sis: an Introduction to Feature Injection Elizabeth Keogh E-3
17 :00 Behav iour Driv en Dev elopment allows analy sts, dev elopers and testers to collaborate on a
project together, producing well-tested, v aluable code. BDD emphasises test-first as a way
of learning more about the project. This pattern can be applied to analy sis too! We work
through some simple ex ercises and techniques for deliv ering the stories, features and
projects that really matter, and prov ide dev elopers with a clearer understanding of the
v alue behind stories or features before they start coding.
15:30 - Ev ery thing else for the UX T eam of One Michael Carv in , Joe E-4
17 :00 Whether y ou're an "innie" or an "outie," we'v e all had _that_ project: The one where there's a Sokohl
lot of "must-dos" but no budget; The one where y ou hav e to scope and estimate without
requirements; The one where y ou need to wear about 6 different hats while working on 3
different projects-and it's a project for a client y ou want to keep. In their talk, Michael and
Joe will share their ex periences managing business dev elopment, project management,
design and ex ecution, and post-mortems for sole UX practitioners. We'll laugh, we'll cry ,
we'll share our successes and, er, learning moments.
15:30 - What do Agile Ex ecutiv es and Leaders Do? Jim Highsmith Southern
17 :00 In some circles agile ex ecutiv es and leaders are admonished to buy pizza and get out of the Hemisphere
way . In others they are asked to be supportiv e of self-organizing teams. But leading agile II
organizations requires more. There are specific activ ities that help build agile organizations
that can weather business turbulence. This session will ex plore those activ ities that an agile
leader or ex ecutiv e must “do," including: rev ising performance measurements; facilitating
self-organizing teams; dev eloping strategies for operational, portfolio, and strategic agility ;
and assessing how agile to be.
15:30 - Death by Scrum Meeting Pete Behrens Southern

17 :00 There is no better way to gauge an organization’s culture than to watch its meetings - Hemisphere
usually dull and lifeless. Meetings are often cited as one of the most wasteful activ ities in IV /V
business - y et Scrum demands more meetings more often. Engineers find themselv es micro-
managed with little time left to get “real” work done. This session prov ides leaders a whole
new perspectiv e and techniques for Scrum Meetings in building high-performing
disciplined teams through focused, activ e, engaged, v isual and time-box ed facilitation
techniques to take teams from DOING Scrum to OWNING Scrum!
Time: 17 :30 - 18:30
1 7 :30 - 1 8:30 A gile Allianc e Mem bers Meeting - E-3 and E-4
The annual meeting of A gile A lliance Members. A ll conference attendees are welcome to
attend to hear announcements from A gile A lliance.
Time: 8:00 - 9:00

Souther
Foy ers
Time: 9:00 - 10:30
9:00 - 9:45 PDCA: Mov ing Bey ond Sim ple Inspect and Adapt Ry an Martens A -1
Plan-Do-Check-A ct (PDCA ) is a Lean discipline that mov es bey ond inspect and adapt of
A gile team-lev el processes. A t a corporate lev el, PDCA prov ides guidance for strategy as
well as problem-solv ing work. In 2009, I led Rally ’s mov e to PDCA for the company ’s
strategy process at both the annual and quarterly lev els. My primary guide was Pascal
Dennis’s “Getting the Right Things Done”. In this ex perience report, I share Rally ’s PDCA
first y ear of adoption: where we started, how this impacted our corporate behav iors, and
where we are now.
9:45 - 1 0:30 Unleash the A gile power: bridge the Gap between Dev elopm ent and Wilco Koorn A -1
Operations.
Enterprises traditionally distinct Dev elopment focusing on the creation of software and
Operations focusing on the infrastructure. A natural gap between the two is caused by their
key interest: change v ersus stability . Introducing A gile in Dev elopment confronts
Operations with more work due to increased productiv ity and release frequencies. The
power of A gile is not unleashed. A case study at KLM/A ir France shows how this
impediment was ov ercome and huge sav ings were achiev ed by implementing a self-serv ice
change control process for Dev elopment still under full control of Operations.
9:00 - 10:30 Deliv ering Business Agility : Earning the Agility Div idend Michael Hugos A -2
A gile is spreading into the business world. We know traditional business models and slow
mov ing bureaucratic processes don't work any better for business than the waterfall
process works for software dev elopment. A ward winning CIO and mentor Michael Hugos
presents case studies from his own ex perience illustrating effectiv e use of agile practices to
dev elop new products and redesign business operating procedures. See how companies
adopting agile practices earn higher prices for their products and respond effectiv ely to
continuous change. (Presentation based on his book - Business A gility )
9:00 - 10:30 Using Scrum to av oid bad CMMI im plem entations Kent Johnson , Jeff A -3
Scrum and CMMI are often at odds with each other. Scrum focuses on the most important Sutherland
product issues first and supports frequent communication. CMMI promotes consistency
and discipline to av oid waste and rework. This ex perience report cov ers three *A gile
CMMI* organizations that hav e used Scrum with CMMI to obtain the best of both worlds.
The first organization is an *initial Scrum and CMMI implementation*, the second
organization is using CMMI to bring *a failed Scrum implementation back to life*, and the
third organization is one of the only *CMMI Lev el 5 Scrum* implementations in the world.
9:00 - 10:30 Managing Growth Pains on the Way to 40 Scrum T eam s Damon Poole A -4
What do four global enterprises, each with 40+ Scrum teams of 5-9 people hav e in
common? For the most part they are no different than a project with just one Scrum team.
This session will show the size-dependent problems that arose in these projects and how the
practices of Multi-stage Continuous Integration, small story size, collocation, cross
functional teams, one piece flow, and unit tests helped to address them. Ev en if y ou don’t
hav e many Scrum teams today , learning about the growing pains will help y ou fine tune
what y ou are doing today and prepare for growth tomorrow.
9:00 - 10:30 Y our software c an run faster Johan Peeters A sia 1

This tutorial gets y ou started in performance engineering. Ev ery one likes sy stems that are
'fast', but 'fast' won't do as a metric. The many facets of 'fast' are discussed, but throughput is
the main focus of the tutorial. In order to improv e throughput, the current bottleneck
resource must be found and used more efficiently . This procedure is followed iterativ ely
and recursiv ely until it becomes uneconomic to do so. Bottlenecks are identified by
monitoring resource utilization. To make this practical, performance tests must be
automated, mirroring modern unit test practices.
9:00 - 10:30 Institutionalizing Scrum Brian Bozzuto , Michele A sia 2

With its growing popularity , Scrum is being applied in a number of large and complex Sliger
organizations. Many of these face challenges leading to the situation where Scrum faces the
temptation of "institutionalization". It is changed, tempered, or adjusted. Perhaps as a
temporary measure, or simply to align Scrum with other processes, or as an adjustment for
the circumstance. What are the trade-offs when Scrum, a trans-formativ e process becomes
part of the institution? Join to facilitators who will argue the pros and cons of this situation
and inv ite the audience to participate in the discussion.
9:00 - 10:30 Continuous Creativ ity for A gile T eam s Roger Brown , Mark A sia 3
Creativ ity can manifest in sev eral way s including creation of something new, refinement of Lev ison
something that ex ists and problem solv ing. How do we support, enable and enhance the
creativ e abilities of Agile teams? There are many way s to shape the work env ironment for
greater creativ ity . We will present a summary of the literature that describes how creativ ity
can be enhanced by prov iding a safe, nurturing env ironment, enhancing group
interactions, pacing activ ities that utilize different sensory modes and trusting in the power
of subconscious integration.
9:00 - 10:30 How long would a Stand-Up m eeting take with 85 people in it? Clement "James" Goebel A sia 4
If an 8 person standup takes 20 minutes, a logical assumption is that 85 people could take
nearly 3 hours. But what if that wasn’t true? A t Menlo a daily standup with 85 people
ty pically completes in 15 mins. What other beliefs might be wrong? What if y ou deliv ered an
installable CD ev ery week? If y ou collocate many projects together? If ev ery one had
story cards? If sponsors had to mov e index cards to authorize work? If dev s, designers, and
QA pair full time? If y ou eliminate email & meetings? Join us for hands-on ex ercises and
learn why logical assumptions about agile might just not be true.
9:00 - 10:30 Sav e 7 6% - Joy s and Pitfalls of using Virtual Worlds for Rem ote T eam s William Krebs A sia 5
Trav el budgets are under pressure. Traditional 2d collaboration tools help, but may not
engage our minds or conv ey as much information as 3d v irtual worlds. Many companies,
univ ersities, and gov ernment bodies are using v irtual worlds for collaboration. But what
are the pitfalls? This talk shows how 3d tools were used to sav e 7 6% of ev ent costs, as well
as how to conduct Scrum in 3d.
9:00 - 10:30 Coaching Introv erts: Building on T heir Quiet Strengths Lisamarie Babik A ustralia 3
In an A gile workplace it certainly seems that ex trov erts hav e the run of the roost. It’s loud.
It’s interaction-intensiv e. It’s focused on rapid results. The introv erts on y our team can end
up feeling ex cluded, ov erlooked, or simply misunderstood. What’s a coach to do? This
session ex plores how knowledge of My ers-Briggs personality ty pes can help y ou decipher
the interactions & friction within y our team. Building on Jennifer Kahnweiler’s Four Ps we’ll
delv e into way s to bring out the inherent leadership potential of the introv erted agilista to
make their v oices heard.
9:00 - 10:30 Ex ecutable Specifications and Dom ain Specific Languages for Software T eam s John Goodsen E-1
Many agile projects striv e to automate their acceptance tests, but rarely achiev e the
automation they desire. Recent adv ances in the use of Domain Specific Languages (DSL),
testing frameworks like Cucumber, Fitnesse, RSpec and languages like Ruby and Scala
prov ide a rich set of tools to effectiv ely automate customer acceptance tests. This tutorial
will lev erage actual project ex amples on how to effectiv eley to use Cucumber, Fitnesse,
RSpec, Selenium, Ruby and Scala to create human readable, ex ecutable user story
specifications.
9:00 - 10:30 How to Own a Really Big Com plex Product Mike Cottmey er E-2
Product Owner is the most misunderstood and misapplied role in Scrum. The concept
barely works on small products... it almost alway s fails in larger enterprises where many
teams work together on complex enterprise deliv erables. We hear about people
implementing product councils and product owner teams but that seems to miss the point
of hav ing single wring-able neck. This talk ex plores the role of Product Owner and breaks
down just what it takes to do this role well. We'll ex plore a capability driv en model for
scaling the PO role and keeping us all focused on building the right products.
9:00 - 10:30 Value ov er Velocity : From Feature Building to Value Deliv ery Ry an Shriv er E-3
Introducing an approach to defining and measuring business v alue that is simple, intuitiv e
and built on 30 y ears of success. Forget user stories, points, v elocity and all the ty pical
agile terms associated with business v alue. Instead, learn how to clearly quantify business
objectiv es and measure v alue deliv ered through a combination of lecture and hands-on
ex ercises. The approach combines the principles of Ev o with the practices of Scrum to
enable teams to clearly define and report the v alue they ’v e deliv ered each release to
stakeholders in terms they ’v e defined!
9:00 - 10:30 Getting Started with User Research Carol Smith E-4
The gap between a good product and a great one can be bridged by understanding y our
users. In this session y ou will learn how better sy stems are built by taking small, iterativ e
steps to understand the users desires, needs and abilities. Y ou will learn how to get
information about users quickly and cheaply . For those that hav e more time (and perhaps a
small budget) Carol will introduce methods y ou can use to get more detailed information
from y our users. Y ou will also learn way s to effectiv ely share and communicate this
information.
9:00 - 10:30 Lean in a Nutshell Mary Poppendieck Southern

Join Mary Poppendieck for a Lean in a Nutshell – a fast-paced talk aimed at senior Hemisphere
dev elopers and team leads. The lecture and discussion will focus on framing the software II
dev elopment process; it will cov er four key frames that really make a difference when y ou
are dev eloping software: (1 ) A sy stems v iew, (2) Essential technical capability , (3) What it
takes to deliv er reliably , and (4) How to improv e.
9:00 - 10:30 Understanding Design Com plexity Rebecca Wirfs-Brock Southern

Domain driv en design isn't enough to prev ent churn on complex , hairy sy stems. To get Hemisphere
slightly ahead of the design curv e y ou should understand more about the inherent III
complex ities in the domain. This tutorial introduces two techniques designers and domain
ex perts can use in conv ersations to rev eal complex ities, v ariations, and stable concepts:
commonality -v ariability analy sis and hot spot cards. A pply ing these techniques allows
designers to see the slightly bigger picture so they can be better equipped to align their
solutions with the relativ ely stable parts and support known v ariations.
9:00 - 10:30 Learn how to accom plish m ore with the Quadrants of Effectiv eness Gam e Gino Marckx , Michael Southern
Y ou know which agile practices will mov e y our business forward. Howev er, there’s no time Sahota Hemisphere
to actually make it all happen. Whether y ou're introducing agile practices, y ou're a IV /V
customer aching for new features, y ou're try ing to keep y our clients happy or y ou just want
to get some work done, The Eisenhower Method (from Cov ey ’s “7 Habits of Highly Effectiv e
People”) is a simple y et powerful technique to become more effectiv e and getting the right
things done at the right time. Join us for the Quadrants of Effectiv eness board game to learn
and practice this method. Fun guaranteed!
Time: 11:00 - 12:00
1 1:00 - 1 2:00 Distributed Scrum Masters & T he A rt of Digital Facilitation Dav id Bland A -1
ScrumMasters for distributed teams need help. As more corporations offshore/nearshore
their dev elopment efforts, ScrumMasters bear the burden of facilitating distributed Scrum
or A gile without being prepared for its unique challenges. While ScrumMaster Certifications
and local user groups do prov ide guidance, they are often focused on collocated scenarios.
In this talk, I will conv ey my personal ex periences of being a ScrumMaster for
geographically distributed teams and ex plain what steps y ou can take to be successful.
1 1:00 - 1 2:00 How to Relate 'Business Value' to Making Money with Agile Jason Tanner A -2
One of the central tenants of Agile practices is the emphasis on customer v alue. That's great,
but if y ou're a product company , focusing on business v alue alone isn't enough. Y ou need to
conv ert business v alue into actual money flowing into y our company . This workshop will
prov ide a method for relating business v alue to rev enue for major features to be deliv ered
at the end of a release. We will ex plore themes between a Business Model Framework and a
method for Prioritizing Backlogs for Profit to prov ide attendees with the tools to relate the
concepts to their products and serv ices.
1 1:00 - 1 2:00 Enterprise Scrum : Creating an Agile Com pany Dan Greening A -3
Enterprise Scrum, a fractal ex tension of Scrum and XP, has organized all dev elopment at
Citrix Online since Jan 2009. We estimate team months, run quarterly Sprints, reassign
teams, meet in weekly stand-ups. We start or postpone whole projects that use Scrum or
Scrum-of-Scrums. No other known companies y et use Enterprise Scrum. It prov ides
ex treme v isibility and control for CXOs. It promotes agile thinking enterprise-wide, driv ing
adoption outside engineering. It demands NPV justification and forces ex ecutiv es to
prioritize decisions transparently . It makes us more profitable.
1 1:00 - 1 2:00 Why y ou suc k at offshoring...ev en with Agile Dav e Prior , Thushara A -4
Offshore is nev er easy , but more often than not, the secret saboteur isn't someone in far off Wijewardena
timezone, it's y ou and y our team. This working session will ex amine offshore work from the
perspectiv e of an offshore team lead who deals with onshore resources that often enable the
failure of their offshore teams. The workshop will address issues commonly faced by teams
working with offshore and what onshore teams can do to foster better results. Towards the
second half of the session the discussion will be opened up for participants to introduce
issues and dev elop solutions as a group.
1 1:00 - 1 2:00 T urning Horses into Zebras: A firsthand account of an Agile transform ation Joe Astolfi , Gene Johnson A sia 2
Witness firsthand accounts from the front lines of a successful A gile transformation. In
2009, Gap Inc Direct, the online div ision of Gap, Inc. made a commitment to ex tend their
A gile software deliv ery practices to their Columbus, Ohio dev elopment campus where
teams prov ide solutions for online order fulfillment and call center operations. Learn the
hidden truths, best practices, and lessons learned from “going A gile” as y ou join us on our
journey in transitioning from a traditional waterfall approach to high performing A gile
teams in a matter of months.
1 1:00 - 1 2:00 Project Vital Signs Stelios Pantazopoulos A sia 3

In order to foster trust and credibility between a project team and its stakeholders, the
team has the responsibility to clearly communicate the health of the project. A s the leaders
of a project, we can apply the metaphor of medical care and their use of "v ital signs" to help
form a holistic v iew of the state of the project. Come learn the fiv e "Project V ital Signs", their
associated quantitativ e metrics and how to enable a team to effectiv ely use them as a tool
to diagnose and treat project health problems.
1 1:00 - 1 2:00 Confessions of a Flow Junkie Dav e Rooney A sia 4

V ehicular traffic, grocery store lines, and ev en making dinner in y our kitchen all need
require Flow in order to work effectiv ely . In software projects Flow is equally important
and the same dire consequences result when disruption occurs. The fact is that Flow is a
core concept behind all A gile approaches, and needs to be max imized at sev eral lev els. This
interactiv e talk combines tongue-in-cheek humour with real-world ex amples of how
max imizing flow will help y ou deliv er software sooner and better, as well as shine a light on
impediments to flow that y ou may not hav e considered before!
1 1:00 - 1 2:00 How an Agile Project can Fail; and what to do about it. A hmed Sidky , Sara Medhat A sia 5
This ex perience report is about how “agile” projects that are poorly implemented can turn
into a worse nightmare than old traditional projects. This fix ed-price project had lots of
customer feedback and changes. Scope creep was ev ident but “A gile say s be open to
feedback.” The project started losing lots of money and it was barely halfway done. The
project illustrates a great account of how literal and immature implementations of A gile
may lead a project to failure and how management can turn things around by the proper
adoption of agile practices.
1 1:00 - 1 2:00 Dev eloping Scrum Master Ex cellence Eric Babinet , A lida Cheung A ustralia 3
A t salesforce.com the ScrumMaster role is filled by Dev elopment Managers, QA Managers,
Program Managers, and indiv idual contributors. Because of these dual roles and differences
in background, it is common for people to be confused about the ex pectations of a
ScrumMaster. To increase ScrumMaster effectiv eness and help the organization distinguish
great ScrumMasters from good ScrumMasters, salesforce.com dev eloped a ScrumMaster
competency model. In this session we’ll present the competencies, discuss how they were
created, and how they are used.
1 1 :00 - 1 1 :30 Story T esting and the 3 Am igos – an experience report Rob Park E-1
We are activ ely writing story tests first as 3 amigos (business, dev , & qa). The team was
struggling with some “accordian effect” of a batch of stories in building and then a week
later a batch in v erify . Defects were being found late and often due to misinterpretation of
requirements. A nd we had features that were going to be difficult for GUI automation. We
will talk about how the 3 amigos were done and how they helped. We will talk about the
specifics of the tests written and their impact on design. A nd we’ll also discuss hiccups
along the way and things to still work on.
1 1:30 - 1 2:00 Iterativ e Perform ance T esting Michael Elbaz , A lex Kwan E-1
Performance testing can be a challenge in A gile dev elopment. On a large scale Gap program,
we applied some strategies to ensure high av ailability and performance that ex ceeds the
business ex pectation. We used an iterativ e approach, starting with a basic test of the first
working code base. That became the baseline that we built upon, by adding more complex
and realistic test scenarios as new features were built. In addition we included soak and
load tests in the baseline suite. A nother iterativ e approach we applied is to find the
breaking point for the sy stem and how it changes ov er time.
1 1:00 - 1 2:00 Decoupled Requirem ents Pipeline Dav id Bulkin , Kev in Fisher E-3
A story should not ex it an iteration until it is done, but to be done at the end of an iteration,
**it must be ready at iteration start!** But ty pical agile processes often defer detailed
requirements discussions and elaboration until Iteration Planning, or to the prior iteration.
This JIT approach works well for many , but often fails in complex scenarios. **A new
requirements approach is needed for complex projects**; this session will cov er how to
mature requirements in a decoupled pipeline, operating on a separate cadence from the
dev elopment iterations.
1 1:00 - 1 2:00 Bey ond Staggered Sprints: Agile user experience design team s in the real Jeff Gothelf E-4
world.
When integrating design teams within an A gile framework, the general practice is one of
staggered sprints – keep the design team at least one sprint ahead of the dev team to ensure
smooth transitions from sprint to sprint. Once put into practice howev er, the div ision of
labor is nev er that clean. This presentation will cov er how TheLadders.com product,
technology and user ex perience teams successfully integrated an A gile framework into
their process and ev olv ed the “staggered sprints” concept into a more holistic approach to
UX/A gile success.
1 1:00 - 1 2:00 Refactor Y our Retrospec tiv es Rachel Dav ies Southern
Effectiv e retrospectiv es enable a team to improv e iterativ ely . Howev er, as A gile team Hemisphere
leaders and ScrumMasters know from ex perience, retrospectiv es can be challenging to II
facilitate and engage their team in. Come to this tutorial to find out about retrospectiv e
smells to av oid. Learn how y ou can refactor y our retrospectiv es so they become something
the team looks forward to rather than dreads. Embed retrospectiv es deeper into the way
y our team works by ex tending other tried and tested agile practices to y our retrospectiv es.
1 1:00 - 1 2:00 A gile Ecosy stem s - Agile is not the point Cesar Idrov o Southern
Y our software teams hav e changed the way they work, and their interaction with other Hemisphere
parts of the org. Their new methods sound great but methodology was only ev er about 5% III
of the problem and y ou can feel something missing in the bigger picture. The Declaration of
Interdependence (pmdoi.org) has guided y our research on how to support y our teams.
Howev er, there are few sources of actionable adv ice on how to create "an env ironment
where (indiv iduals and teams) can make a difference". This talk cov ers two case studies on
how to dev elop an organizational ecosy stem to help agile teams thriv e.
1 1:00 - 1 2:00 Manager as Work Sy stem Designer: 13 Essential Questions Esther Derby Southern
Its 60 y ears since Deming said that the biggest problem with many companies is Hemisphere
management that is off course. Despite recent interest in apply ing Lean concepts to IV /V
software, not enough has changed. Why ? We think of managers making decisions, setting
priorities, organizing work, keeping budgets, hiring, and mentoring people. What we’v e
ov erlooked is a manager’s role as designer. Managers are designers of the ex perience of
work and of sy stems to produce v aluable products. As designers, we need to ask and answer
questions that will help us create those ex periences and sy stems.
Duration: 60 minutes | Lev el: Ex pert | Stage: Leadership & Culture |
Time: 12:00 - 13:30

Hemisphere
B,C,D
1 2:30 - 1 3:1 5 Ex trem e Fishbowl 2010 J. B. Rainsberger , Jeff Southern

y our last!
Time: 13:30 - 15:00
1 3:30 - 1 5:00 Look before y ou leap - Agile readiness assessm ents done right Gerry Kirk , Michael Sahota A -1
A common approach to help get clients started with A gile is to undertake a readiness
assessment to: 1 . Understand challenges and goals 2. Understand the env ironment and
technical practices 3. Decide what techniques (Scrum, Kanban, collocation, etc) might be
suitable 4. Build a plan with them of what a transition to A gile might look like Unfortunately
there is v ery little written about how to go about this. Hence, this knowledge-sharing
workshop to define this better. The workshop inv olv es activ e participation so come ready
to share y our ex periences and learn from others.
Duration: 90 minutes | Lev el: Ex pert | Stage: A doption |
1 3:30 - 1 5:00 T he Big-A ss View on Com petence and Com m unication Jurgen Appelo A -2
A gile team members create their own rules, based on constraints imposed by the
env ironment. But something else is needed for good results: some call it discipline,
craftsmanship, or competence. Traffic management teaches us that there are 7 approaches
to achiev ing competence in a self-organizing sy stem. But competence also follows from
organizational structure. Organizations are small-world networks, and people are a v ery
div erse bunch of connectors. From network and sy stems theory we can learn how to use
structural patterns to our adv antage in growing a competent agile organization.
1 3:30 - 1 5:00 Ex tending Agile - to finance (really ?) Matthew V an V leet , Ben A -3

A t Progressiv e Medical Inc (PMI) V alue Stories are one of the most innov ativ e aspects of Blanquera
our transformation. Essentially a V alue Story cov ers how what we are building will make or
sav e money . A guiding principle of our projects is working on the items that create the most
v alue first. V alue stories enable us to hav e an enterprise v iew of where v alue is created
(crossing multiple functional boundaries) We were already formalizing our ROI process,
now we hav e fairly granular V alue Stories, with a numerical ROI, that are used to prioritize
work within large multi-stakeholder initiativ es.
1 3:30 - 1 5:00 T echnically Distributed - T ools and T echnology for Distributed T eam s Cory Foy A -4
When agile methods are adopted in enterprise organizations there are often members or
teams which are not collocated, or work is segregated among distributed teams. While this
is often a challenge for things like technical practices (for ex ample, pair programming) it
has an ev en greater impact on the psy chology of the team in how they interact and learn. In
this session Cory will demonstrate tools and practices he's coached. These tools and
practices cov er three high-lev el categories: Dev elopment Practices, Product Management /
Customer Interaction and Reflection and Introspection.
1 3:30 - 1 5:00 T he Worst of Legacy Code: Forensic Dev elopm ent Jason Kerney , Llewelly n A sia 1
This session will teach 2 techniques that not only indiv idually help to tackle the more Falco
complex parts of legacy code, but combined act as the most powerful technique to fix the
worst legacy code situations. A fter ex ploring these separately , we will div e into how they
work together to improv e a hideous piece of legacy code. It is in Russian, with no access to
the underly ing source objects, and can't be instantiated (due to ex ternal dependencies). If
firefighting or legacy code is part of y our job, this is one session not to be missed
1 3:30 - 1 5:00 Kanban Ex plained: Seeing, Not Hearing Constraints Jon Stahl A sia 2
Seeing constraints, pulling v alue and eliminating waste is the goal of practicing kanban. This
session is for those who are not familiar with this practice. In addition to understanding
how to implement kanban, we will also discuss cross team signals, team signals &
retrospectiv e boards. I will use phy sical boards to illustrate the concepts. Intended
audience is for those who want to learn more about pull based practices, continuous flow
and self organization. Maintaining flow is the goal, while allowing time to deliv er A ND
allowing time for continuous improv ement at a sustainable pace.
1 3:30 - 1 5:00 T he team m anifesto Johanna Kollmann A sia 3

Since 1 998, I hav e been a member and leader of v olunteer teams. For self-organised and
self-motiv ated teams, agreeing on a mission statement, a 'code of conduct' and a shared
mindset and v alues are indispensable to succeed.
Team collaboration is at the heart of agile, and I found the skills I acquired as a v olunteer
inv aluable in my daily work life. What can we learn from techniques successfully used by
v olunteer teams? In this workshop, I will introduce team building tools and discuss how a
cross-disciplinary 'team manifesto' can improv e collaboration, satisfaction and quality .
1 3:30 - 1 5:00 A gile Modeling and Docum entation Practic es Scott A mbler A sia 4
This presentation ex plores the differences between traditional and agile approaches to
modeling and documentation. It ex plores what it means for a model to be agile. It describes
practices from A gile Model Driv en Dev elopment (A MDD) such as requirements env isioning,
architecture env isioning, ex ecutable specifications, document late, model storming, and
single sourcing information. Industry statistics around how much modeling and
documentation occurs on agile projects, and the effectiv eness thereof, will be presented to
address some of the misconceptions people may hav e about this subject.
1 3:30 - 1 5:00 Estim ation Gam es - Play to create and destroy good estim ates Pascal V an Cauwenberghe A sia 5
Estimation is associated with Fear, Uncertainty and Deathmarches. Most of us would rather
not estimate. Y et, sometimes we *do* need estimates and commitments, ev en on
"estimation-less" projects. Play a series of estimation games to ex perience how different
techniques deliv er *v ery * different results. Learn a few simple rules that turn y ou into a
reliable estimator. But correct estimates aren't enough. See what else is required to deliv er
on y our promises. Learn to deal with the destructiv e games people play with estimates.
Estimating can be Fun, embracing Uncertainty and Deliv ering.
1 3:30 - 1 5:00 T he Lim ited Red Society Joshua Keriev sky A ustralia 3
When y ou hav e compilation errors and/or failing tests, y ou are "in the red", unable to
integrate or release y our code. Ov er the y ears, I'v e learned techniques to limit red time
while test-driv ing and refactoring code. In this talk, we will study liv e Eclipse/Jav a
programming sessions using graphs that clearly v isualize red time and green time. Y ou’ll
learn strategies and tactics that help or hurt our ability to limit red time and y ou’ll gain an
appreciation for the v isual cues that can help make y ou a better programmer and fellow
member of the Limited Red Society .

Prax is |
1 3:30 - 1 5:00 A gile T est Case Managem ent A dam Goucher E-1
'...ov er comprehensiv e documentation' is sometimes interpreted as 'no documentation' but
that can be somewhat reckless. There are good reasons for documenting y our test cases and
their ex ecution. This session looks at some lightweight, dare I say , Agile way s of managing
y our test cases including mindmaps, checklists and wikis.
1 3:30 - 1 5:00 A gile Inception: Approv ing Agile Projects in a Waterfall World Kenny Rubin E-2
Whether y ou’re working on a new dev elopment effort or the nex t release of an ex isting
sy stem y ou need to get y our project approv ed. Many organizations hav e embraced agile
but still follow a traditional project-approv al process requiring a complete, up-front
project plan including dates, costs, and resources. This tutorial focuses on strategies for
ov ercoming this disconnect of “build in an agile way but still prov ide all of the same
waterfall-like artifacts to get y our project approv ed.”
1 3:30 - 1 5:00 A gile business analy sis Gary Jones , Dav id Draper E-3
This session will bring together a set of practices to help analy sts support agile teams.
Where analy sts sit between the business and dev elopers they can reduce collaboration,
delay information arriv al and mis-direct. A n agile business analy st by contrast is an enabler
and facilitator. The analy st must work with business stakeholders and the dev elopment
team to ensure that information is av ailable at the right time and fidelity . Information
arriv ing too early can be wasteful due to depreciation while information arriv ing late
increases the risk of re-work.
1 3:30 - 1 5:00 A gile UX planning Desiree Sy E-4

Prev iously , I'v e written about [adapting usability inv estigation methods for
agile](http://tiny .cc/agileUCD), and talked about keeping the [big picture in mind without
Big Design](http://agile2009.agilealliance.org/node/2837 ). This talk is about how the UX
team at A utodesk used agile methods to plan design. In other words, this talk will connect
parallel track design as we practice it to our agile planning board.
1 3:30 - 1 5:00 Products ov er Process: Successfully Blending A gile Methods and Design Dav id Hussman , Jeff Southern
T hinking Patton Hemisphere
Sev eral y ears ago, two agilists (y our humble hosts) met and started sharing ex periences II
using agile methods to produce products and their frustrations when "being A gile" was more
v alued than meeting users needs. Our session draws on our shared ex periences blending
design thinking (e.g. user centered design) and agile methods to discov er and deliv er
meaningful products. We will cov er product design, pragmatic personas, customer
discov er, story mapping and story telling and more as we teach techniques and share
ex periences using agility to produce products v alidated with real user communities.
1 3:30 - 1 5:00 Coupling Loosely A rlo Belshee Southern

Mock objects are a good way to break apart a legacy sy stem to test it. Howev er, they do not Hemisphere
improv e coupling (few dependencies between units) or cohesion (each unit does one thing). III
Dev elopers who rely on mocks build well-tested legacy code, ev en on greenfield projects.
The nex t step, making the code easy to change, requires using indirections with looser
coupling. In this information-dense, code-oriented session, we'll learn 12 to 18 key
indirections and their impacts on y our design. Nex t time, choose the right indirection for
the job rather than just reaching for another mock object.
Duration: 90 minutes | Lev el: Ex pert | Stage: Technical Edge-Dev elopment Prax is |
1 3:30 - 1 5:00 T ackle Culture or Fac e Failure Mike Russell Southern

A re y ou thinking about try ing agile approaches? Do y ou hav e a transition underway ? Is Hemisphere
y our team or organization try ing to become agile, but been less than successful thus far? A IV /V
foundational implication – and biggest potential roadblock – of the agile manifesto is
culture change. To be successful with agile and especially to scale, y ou must go bey ond
technical practices and simultaneously tackle culture changes. This session shows why this
is so, introducing an easy culture model and prov iding y ou the opportunity to try out two
culture tools to help y ou plan and ov ercome hurdles.
Time: 15:30 - 17 :00
15:30 - Kanban and Scrum - m aking the m ost of both Henrik Kniberg A -1
17 :00 There's a lot of buzz on Kanban right now in the agile software dev elopment community .
Since Scrum has become quite mainstream now, a common question is "so what is Kanban,
and how does it compare to Scrum?" Where do they complement each other? A re there any
potential conflicts? Can an organization combine these techniques? The purpose of this
session is to clarify Kanban and Scrum by comparing them, so y ou can figure out how these
may come to use in y our env ironment. Based on the book [Kanban and Scrum - making the
most of both](http://www.infoq.com/minibooks/kanban-scrum-minibook)
15:30 - Introducing Lean Startups: Custom er Dev elopm ent Before Produc t Kev in Tay lor A -2
17 :00 Dev elopm ent
In the world of technology startups, there are winners and losers. Winning startups
discov er the right product to dev elop before running out of money . In this introduction to
Lean Startup theory , Kev in Tay lor lev erages his ex perience founding two successful
technology companies. We discuss the process of discov ering the right product to dev elop
by first discov ering the right customers. We ex amine multiple tools and techniques to
iterativ ely dev elop customers and determine what their needs are before inex orably
committing to a specific product dev elopment path or feature set.
15:30 - A gile and the Federal Gov ernm ent - A Panel Discussion Richard Cheng , Shannon A -3
17 :00 The A gile Manifesto states interactions ov er processes, collaboration ov er contracts, Ewan
working software ov er documentation, and responding to change ov er following a plan.
These base principals seem to be diametrically opposed to the Federal gov ernment. Is A gile
appropriate for the Federal gov ernment and is the gov ernment ready for A gile? This panel
discussion will look to address this question while taking a deep div e into the v alue, issues,
details, and v ision for A gile in the Federal gov ernment.
15:30 - Product Ownership in the Large Sam Guckenheimer A -4

17 :00 Most A gile practices target teams of 7 ±2. A Scrum of Scrums addresses teams of (7 ±2)², or
25 to 81 . What do y ou do when y ou run a project on the scale of 7 ³ (~350) or 7 ^4 ( ~2400)
contributors? It’s no longer a Scrum of Scrums of Scrums of Scrums. I’v e been in the role of
product owner for ex tended teams of 400=2400 at Microsoft. Building on my A gile 2009
talk, A gile in the V ery Large, I'll discuss techniques for env isioning, planning, ex ecuting,
and releasing product in an organization of this scale, while maintaining empowerment and
agile at the indiv idual team scale of 7 ±2.
15:30 - Large-scale refactorings using the Mikado Method Ola Ellnestam , Daniel A sia 1
17 :00 For any code base, ill- or well-structured, there comes a time when y ou want to change Brolund
large portions of it to meet new functional requirements or a new business model. When
these changes become ex tensiv e, it’s easy to get lost in a jungle of dependencies, or on a sea
of broken code. This session presents ‘The Mikado Method’, a sy stematic approach to large
changes. It helps y ou v isualize, prepare and perform business-v alue-focused refactorings,
without hav ing a broken code-base. It also enhances communication, collaboration,
learning for teams and helps indiv iduals stay on track.
15:30 - Case Study : Successful A gile T ransform ation at Gale - We Burnt the Boats Gary Baker , Christopher A sia 2
17 :00 By any standard, the ongoing y ear-long, multi-team agile transformation at Gale is an Beale
enormous success. We hav e gone from av erage project durations of 1 8 months to av erage
durations of 6 months. Production releases had hundreds of defects before we began, and
now hav e handfuls. We are earning ROI on our software products far faster, while we garner
awards for innov ation and user v alue. Come hear how we did it: our challenges, our
successes, our setbacks, our wins and losses. Come hear how Big Bang “Enterprise A gile
Tranformation” is aliv e and kicking, fully backed now by our CEO.
15:30 - Y our T eam , Y our Freedom , Y our Responsibility John Martin , A lan A tlas A sia 3
17 :00 "OK, find a partner." In high school, did that phrase fill y ou with dread? And y et here we are
bragging about our self-organizing agile teams: high-performing, highly -collaborativ e, and
fun. The basics of the self-organizing team are easily accepted: the team that does the work
say s how big it is and decides how to get it done. The harder part is that with that freedom
comes responsibility . Only by accepting responsibility do we turn the engine on for real.
What are those responsibilities? Transparency , Commitment, and Courage
15:30 - Hitting the Wall: What to Do When High Perform ing Scrum Ov erwhelm s Jeff Sutherland , Robert A sia 4
17 :00 Operations Frohman
A ll-at-once Scrum implementations require total commitment to change, high lev el
management participation and aggressiv e remov al of impediments. In July of 2009,
Pegasy stems (NA SDA Q:PEGA) deploy ed 27 Scrum teams in the U.S. and India in less than
two months and global continuous integration became a top priority impediment. To av oid
“hitting the wall” before the first major Scrum release of their enterprise software
applications, a Scrum SWAT team engineered a continuous integration env ironment for
hundreds of software dev elopers on two continents within a few weeks.
15:30 - A gile Projects - Beginning with the End in Mind Bob Galen A sia 5
17 :00 Too often teams simply div e into Agile projects—allowing the iterativ e and emergent nature
of agility to guide them through the project. Sometimes this works well, often it can fail
because y ou’re not well “Connected” to the “Business”. This sessions ex amines how to
consistently get y our Agile projects off to a strong beginning. We’ll ex plore how to create a
project charter to guide y our agile project; the key s to forming a solid agile team; and how
to create a plan that allows y our stakeholders to understand where y ou’re going.
15:30 - T he Curious, Present and Em pathetic A gile Coach Dav id Spann , Gil Broza A ustralia 3
17 :00 Hav e y ou ev er had clients who “just don’t get it”, who are unwilling to change, and with
whom y ou become frustrated ov er their inability to embrace A gile practices? Do y ou find
y our adv ice is ignored or altered so significantly that the end result no longer seems to
represent the foundational A gile v alues and principles? In this session y ou’ll discov er a set
of beliefs, attitudes and behav iors that are designed to help A gile coaches remain grounded
in their conv ictions while also being curious, empathetic and adaptiv e to their client’s
toughest circumstances.
15:30 - Non-Functional Requirem ents, Agile Sty le Ry an Shriv er , Dean E-1

17 :00 A gile teams ty pically apply user stories to capture functional requirements - the “what” the Leffingwell
sy stem will do. Howev er, agile literature and practice prov ides little or no guidance on
establishing “how well”, in aggregate, the sy stem performs those functions. This tutorial
introduces simple, prov en practices for defining and testing nonfunctional requirements
(aka sy stem qualities) including integration into y our agile processes. Y ou will learn how to
define and quantify the right sy stem qualities so ev ery one understands the sy stem's
ex pected performance.
15:30 - Bringing Agility to the PO T eam - Scaling or Failing in an Enterprise T ransition Inbar Oren E-2
17 :00 In enterprise situations we hav e a more complex upstream than a single Product Owner,
but rather a Product Owner Team. But a bad PO team can sink an A gile transition. In this
session we will talk about how we can bring Agile practices and tools to the upstream
processes and how they can help us achiev e better agility and v isibility outside the
dev elopment team. . We will ex plore how POs and A gile Project Managers can use Kanban,
Retrospectiv es and other agile tools and practices to build better PO Teams. We will look at
metrics and v isibility tools, and discuss flow in these processes.
Duration: 90 minutes | Lev el: Ex pert | Stage: Product Management |
15:30 - Bey ond User Stories: Identify ing and Defining Missing Links in Y our Product Ellen Gottesdiener E-3
17 :00 Back
How comprehensiv e is y our backlog? Does it include nonfunctional requirements? These
are often ‘missing links’ in a product backlog. A holistic set of product requirements
includes quality attributes, ex ternal interfaces, and design & implementation constraints.
Some nonfunctional requirements don’t easily fit into the user story canonical format. We
will surv ey practical techniques for agile teams to represent nonfunctional requirements
and prov ide practice with a sampling of the techniques so y ou can understand how
nonfunctional requirements are v ital link in y our backlog.
15:30 - Prototy ping with Junk Nancy Frishberg E-4

17 :00 This session giv es participants an additional tool to use in an early sprint for a product, a
feature or set of features. Participants will use phy sical materials which are ty pically not
thought of as part of the business setting - a.k.a. "junk." This session will be div ided 4
segments: 1 ) Creating prototy pes in small groups 2) Reflecting on the prototy pes, their
purpose(s) and the assumptions behind them 3) Rev ising prototy pes based on the
reflection 4) Finally , we'll summarize what we'v e learned, and how to incorporate this
ex ercise or similar ones into the work of Agile teams.
15:30 - T elling Y our Ex ploratory Story Jon Bach Southern

17 :00 Ex ploratory testing is an approach emphasizing freedom and creativ ity . For projects that Hemisphere
use Agile v alues and principles, there are two areas where ex ploration might be III
particularly useful -- story creation and feature integration. The first may inv olv e a
brainstorm using heuristics that trigger ideas about structure, functions, data, platform,
operations, and time (to name a few). Feature integration can benefit from chartered, time-
box ed sessions where structured ex ploration ex poses new risks and v ulnerabilities. This
talk is about methods to describe the thoughtful testing of those stories.
15:30 - Leading Indiv iduals and T eam s with Situational Leadership Dav e Neuman Southern
17 :00 Indiv idual and team performance v aries by the competence and commitment with the task Hemisphere
at hand. Leaders must be adept at diagnosing situations and v ersatile in apply ing the IV /V
matching leadership sty le to improv e the indiv idual's or team's performance. Leaders at all
lev els (functional leads, scrum masters, agile coaches, managers, etc.) will walk away from
this engaging workshop with knowledge and skills that will improv e their leadership
v ersatility and ov erall effectiv eness regardless of the situation. This workshop is based on
the Situational Leadership II model dev eloped by Ken Blanchard.
Time: 8:00 - 9:00

Souther
Foy ers
Time: 9:00 - 12:30
9:30 - 10:1 5 Product Centric - A hot new trend for IT organizations Dav e West -
Effectiv e IT organizations deliv er innov ativ e software. But are hampered by organization,
process and application complex ity . In response to these challenges, a distinctiv e, v alue-
based approach to software dev elopment has emerged, identifiable by a high-performing
class of "product-centric" dev elopment teams that support their company 's v alue chain,
partner with business stakeholders, and own the business results that their software
deliv ers. In this session learn how IT organizations are effectiv ely using A gile + product
orientation to deliv er long term v alue.
1 0:45 - 1 1 :30 Stuck in Ha Ron Jeffries , Chet -

Shu-Ha-Ri describes lev els of understanding. A t Shu, we learn the basics almost by rote. A t Hendrickson
Ha, we understand the basics and can reason about them. A t Ri, understanding should be so
fluent and integrated that specific rules disappear. We see the goal; we smoothly go there.
It's not happening. A gile itself, and its leaders, seem to be stuck in Ha. We argue and debate
about Scrum or XP, Kanban or Lean, two weeks or four. Ha, Ha, Ha, but not funny . How can
we mov e into fluency ? Join us in thinking about the underly ing nature of what we do, and
how we can begin to find our way to Ri.
1 1 :30 - 1 2:30 A DAPT ing to A gile for Continued Success Mike Cohn -
A gile software dev elopment has had more of an influence and has become more widespread
than any early practitioner could hav e imagined. Y et some still call agile a failure. They
point to the fact that few teams hav e achiev ed the 10x productiv ity or quality gains that the
best agile teams hav e shown us are possible. They rightly state that partial, half-hearted
agile implementations are common. These are real obstacles, y es. But ev idence of failure?
No. Success with agile dev elopment is not binary . No teams are perfect few hav e achiev ed
the full benefits of being agile but most who hav e begun the journey to embrace agile are
better than they were. We succeed by iterating toward becoming more and more agile. Join
me as we ex plore the fiv e stages of the A DA PT model, a sustainable approach for both
getting started with and getting better at agile. By creating Awareness, increasing Desire,
dev eloping A bility , Promoting successes, and Transferring the implications of being agile to
the rest of the organization (A DA PT), we not only become progressiv ely more agile, we also
create a solid foundation on which to continue the industry -wide march toward continued
organizational success.
© 2009-2010 Agile Alliance . All rights re se rved.

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7/8/2010 Agile2010 Schedule

HOME REGISTER PROGRAM DESTINATION SPONSORS ORGANIZING TEAM BE A SPEAKER

OVERVIEW SCHEDULE STAGES KEYNOTES SPECIAL EVENTS REGISTER NOW

Time Session Speaker Locat ion

Time: 14:30 - 22:00

15:1 5 - 1 6:1 5 First T im e Attendee Orientation Brian Button Open Jam

Duration: 60 minutes | Lev el: Introductory | Stage: General Session

17 :1 5 - 1 8:1 5 First T im e Attendee Orientation Lowell Lindstrom Open Jam

Duration: 60 minutes | Lev el: Introductory | Stage: General Session

Time: 8:00 - 9:00

8:00 - 9:00 Breakfast - Northern and

Time: 9:00 - 12:30

9:00 - 12:30 Patterns for custom er interaction Linda Rising A -2

Duration: 180 minutes | Lev el: Introductory | Stage: Testing/Specification Practices |

Duration: 180 minutes | Lev el: Introductory | Stage: Team-Room A gile |

9:00 - 12:30 T he Incentiv e T rap Simon Bennett , Mark A sia 4

Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |

Duration: 180 minutes | Lev el: Introductory | Stage: A doption |

Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |

Duration: 60 minutes | Lev el: Ex pert | Stage: Organization & Enterprises |

Duration: 60 minutes | Lev el: Practicing | Stage: Organization & Enterprises |

Duration: 60 minutes | Lev el: Practicing | Stage: Organization & Enterprises |

Duration: 180 minutes | Lev el: Practicing | Stage: UX/UI |

Time: 12:30 - 13:30

1 2:30 - 1 3:30 Lunch - Northern

1 2:45 - 1 3:30 Ex trem e Fishbowl 2010 J. B. Rainsberger , Jeff Southern

Time: 13:30 - 17 :00

Duration: 180 minutes | Lev el: Introductory | Stage: Coaching A gile |

13:30 - Whither A gile? A Participant-Driv en Round T able Dav e Nicolette A -3

Duration: 180 minutes | Lev el: Ex pert | Stage: A doption |

13:30 - Software Craftsm anship Practices Micah Martin A -4

13:30 - Continuous Deliv ery Jez Humble , Martin A sia 1

Duration: 180 minutes | Lev el: Practicing | Stage: Team-Room A gile |

13:30 - Im prov : T he Mechanics of Collaboration matt smith A sia 2

Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |

Duration: 180 minutes | Lev el: Practicing | Stage: Testing/Specification Practices |

Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |

Duration: 180 minutes | Lev el: Introductory | Stage: UX/UI |

Duration: 180 minutes | Lev el: Practicing | Stage: Business Transformation |

Duration: 180 minutes | Lev el: Ex pert | Stage: Project Management |

Time: 9:00 - 17 :00

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

1 0:00 - Capitalizing on Em pirical Ev idence During Agile Adoption H. C. Esfahan, E. Y u, M. C. Southern

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Duration: 30 minutes | Lev el: Practicing | Stage: Research |

Time: 8:00 - 9:00

8:00 - 9:00 Breakfast - Northern and

Time: 9:00 - 10:30

Duration: 90 minutes | Lev el: Practicing | Stage: Key note

Time: 11:00 - 12:00

1 1:00 - 1 2:00 A v oiding Mediocrity in Agile A doptions A mr Elssamadisy A -1

Duration: 60 minutes | Lev el: Practicing | Stage: A doption |

Duration: 60 minutes | Lev el: Practicing | Stage: Business Transformation |

1 1:00 - 1 2:00 Upstream Kanban: Engineering to Marketing Rick Simmons , Michael A -3