How do you become agile with all the constraints surrounding you and your team? This tutorial introduces a new way to approach agile adoption efforts. We will go through important and key concepts related to agile adoption such as adopting values not practices, the difference between education and training, readiness assessments, and the process of organizational change. One of the tangible outcomes from this tutorial is a roadmap to agility that consists of five different levels, or steps, along with the different practices that can help an organization achieve each level of

In 2004, SEP tried adopting Agile practices. However, Agile failed to have the desired lasting impact across the entire organization. Things changed in 2007, when SEP implemented Kanban for the first time. We will explore how Kanban teams at SEP matured through the lens of the Dreyfus Model for Skill Acquisition. We will examine what this pattern has meant for institutionalization of Lean in the organization. We will discuss a counterintuitive technique for higher success and adoption rates of new methodologies. Finally, we will review common pitfalls teams encountered adopting Kanban.

This tutorial is a detailed look at several Agile practices and the HOWTO of Adopting each practice successfully. We will cover the business value delivered and the context where they are most effective. For each practice you will learn what steps can be done to effectively get from “I want to do this practice” to “I’m doing it and getting obvious value” and, just as importantly, what happen when things go wrong and how you can diagnose these difficulties.

A variety of practices will be covered including: Stand Up Meetings, Iterations, Demos, Automate Developer Tests, and Refactoring.

This experience report is about a professional services company in Egypt that was able to deliver a project 25% ahead of schedule after the team had adopted agile. The interesting part about this experience report is this company is using the SAMI Roadmap to adopt agile. The SAMI roadmap is a 5-step value based roadmap to help companies adopt agile. In this experience report we want to present the SAMI and show the agile community the real tangible business benefits (early delivery) realized from using this roadmap to adopt agile.

Want to improve your team? Take a drama class! Want to measure how your agile adoption is going, take a business course!! This session explores the often overlooked practices in other industries for inspiration on improving agile practice in software development. From waste management and lean manufacturing to understanding motivational and sustainable development with NLP, I want to help people begin to look at things differently and perhaps find their own fixes from the rich variety of disciplines in everyday life that they can apply to agile software development.

Agility in Action… This session will introduce five interactive games that a facilitator can add to their toolkit for team and management training. The games all illustrate the principles and dynamics that support Agility. The rationale for this session is that people learn best by embodying the learning, rather than just receiving knowledge at a head level. All participants will be immersed in the games; there are no observers. At the end of the session the participants will have a set of games they can introduce into their own organization to enhance their own Agile adoption process.

Changing methodology in the midst of the high-risk project is a risky proposition. At the University of Michigan we had several options: spoon feed and implement as you go, make immediate and drastic changes, plan carefully to implement confidently and thoroughly.

Inkubook.com came into existence in March 2008 when an existing software development and marketing organization received a new CEO and was immediately tasked with building an entirely different product. This report discusses the evolution from the existing Scrum process through four major changes as the team’s process shifted to meet the team’s goals and management’s demands. Focus will be given to the barriers benefits that the team perceived with each stage. Where possible, a discussion of the unintended consequences of the team’s actions will be explored with specific examples.

This session will focus on the unique challenges companies face when using agile on projects that involve FDA governance: large company conservative culture, regulatory documentation, requirements tracing, and a bias towards waterfall development.

Skeptics argue that agile is best suited to small- and medium-sized companies and wrongly perceive agile as a limited, negating its use in the highly regulated corporate world.

In reality we will show you how we’ve successfully implemented agile in large sized companies operating in a highly regulated world.

Could an executive team be happy using Scrum? Yes, it’s possible! Picture the scene: executives of strategic departments (financial, HR, IT, sales & marketing, production, etc.) being part of a cross-functional executive team…an executive Product Owner prioritizing an Executive Product Backlog that helps the team to follow the company’s vision. What are the main challenges of an executive ScrumMaster? In this session I will show a real case of a Brazilian company that uses Scrum in their executive team.