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Get up close and personal with Agile experts. Attend a one day workshop for an in-depth learning session in small groups.

Agile Australia 2013 pre-conference workshops will be held on Tuesday 18 June 2013 at Hilton Sydney.

All workshops are all full day workshops, running from 9am - 5pm.

* Workshop registration includes morning and afternoon tea and lunch. Workshop registration is independent of conference registration. Conference registration excludes access to workshops.

when Tuesday 18 June 2013

venue Hilton Sydney
488 George Street, Sydney NSW 2000

cost $800 from 19 April 2013

workshops Beyond Budgeting - a management model for new business and people realities
Bjarte Bogsnes | Author, Implementing Beyond Budgeting

Lean Innovation
Ryan Martens | Founder & Chief Technology Officer, Rally
Jean Tabaka | Agile Coach, Rally

The Lean Mindset
Mary Poppendieck | Author, Lean Software Development: An Agile Toolkit
Tom Poppendieck | Author, Lean Software Development: An Agile Toolkit

Complexity theory and Agile
Dave Snowden | Chief Scientific Officer, Cognitive Edge

Guide to achieving the full potential of your distributed Agile team
Dipesh Pala | Agile Capability Lead, IBM
Kurt Solarte | Senior Managing Consultant and Agile Practice Lead, IBM

Introduction to Agile Methods
Craig Smith | Agile Coach, Software Education

Beyond Budgeting - a management model for new business and people realities

Bjarte Bogsnes | Author, Implementing Beyond Budgeting
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Learn about:
  • The Statoil implementation journey.
  • The problems with traditional management, including budgeting.
  • The Beyond Budgeting principles and companies on the journey.
  • Statoil's "Ambition to Action" model; redefining performance - dynamic and relative targets and a holistic performance evaluation.
  • Dynamic forecasting and resource allocation and no traditional budgets from calendar-driven to event-driven; a more self-regulating management model.
  • Implementation experiences and advice.
About Bjarte Bogsnes
Bjarte Bogsnes PhotoBjarte Bogsnes has a long international career, in both finance and HR. He is currently heading up the Beyond Budgeting implementation at Statoil, Scandinavia's largest company with operations in 36 countries and a turnover of $90 bn USD. On Fortune 500, the company ranks #1 on Social responsibility and #7 on Innovation. Transparency International has named Statoil the most transparent listed company in the world.

Bjarte is Chairman of Beyond Budgeting Round Table Europe (BBRT), and is a popular international business speaker. He is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his implementation experiences. Statoil realised that traditional leadership and management practices no longer work in today's companies. Organisations are operating in business environments more complex, dynamic and unpredictable than ever. The company implemented innovative alternatives to traditional management, like abolishing traditional budgets and calendar-based management in favor of more decentralised, Agile and human processes.

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Lean Innovation

Ryan Martens | Founder & Chief Technology Officer, Rally
Jean Tabaka | Agile Coach, Rally
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As you continuously improve your Agile practices, it's time to pull in new disciplines. Why? Your released features may be missing the mark with your customers and users. They neither delight your existing customers nor do they have the innovative appeal to attract new customers. Clearly your use of Agile can't resolve this; it's not an Agile execution problem. The real problem is that, as you have adopted Agile disciplines, you haven't pulled in an ability to be a disciplined explorer beyond execution. And this is a huge waste. It negatively impacts how you spend your precious development budget. You risk delivering features that are rarely or never used. And it gets worse. You put your business at risk as well through a lack of ability to beat your competitors to precious market windows.

Our workshop invites you to take your Agile practices "out of the building", bring empathy for customers back in, and create useful lean experiments based on a fundamental problem statement in your market. Through lean innovation, we invite you to take the time to explore with us some specific disciplines such that you create higher probabilities of success. That is, we offer you a map of practices to create delight for your customers and to increase wins for your business.

About Ryan Martens
Ryan Martens PhotoRyan Martens founded Rally Software 10 years ago with the goal of being one of the first for-profit software companies to break the take-make-waste cycle of technology in our society. Today, he stands on the precipice of a major breakthrough toward that goal by launching a foundation that will bring together and fund citizen engineers to help solve some of our world's toughest challenges. Ryan is a founding board member and CEO of the Entrepreneurs Foundation of Colorado, which brings together local venture capitalists and start-ups to set aside 1 percent of their profits to charity and is likely to release $2 million to endow Colorado within a 5-year span. Ryan is a mentor at the Unreasonable Institute and Boulder TechStars and a member of the engineering entrepreneurship efforts at the University of Colorado at Boulder. Ryan integrates work, life and sustainability on his farm, raising horses, dogs, chickens, goats, burros, bees, worms and canaries.

About Jean Tabaka
Jean Tabaka PhotoJean Tabaka is an Agile Coach with Rally Software Development in Boulder, Colorado. With over 25 years of experience in the software development industry, she has navigated numerous plan-driven methodologies in a variety of contexts (government, IT, consulting) and in a variety of roles (programmer - remember paper tape?, architect, project manager, methodologist). Her move to Agile software development approaches came in the late 90's as a result of studying DSDM in the UK. Since that time, she has become an Agile devotee, consulting with teams of all sizes worldwide seeking to derive a continuous flow of value through the adoption of Agile principles and practices. She specialises in scaling Agile practices, applying lean principles and practices, and building continuous planning and testing into organisations. She also creates a strong collaborative approach in how she guides organisations in adopting Agile. Jean is a Certified ScrumMaster and Practitioner, a Certified Scrum Trainer, and a Certified Professional Facilitator. She holds a Masters in Computer Science from Johns Hopkins University and is the author of Collaboration Explained: Facilitation Skills for Software Project Leaders published in the Addison-Wesley Agile Software Development Series, 2006. She has presented at numerous conferences and seminars throughout North America, the UK, Europe, and India and has written for various publications and journals on a variety of topics regarding Scrum, Lean, Agile testing and quality, and collaboration in Agile teams.

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The Lean Mindset

Mary Poppendieck | Author, Lean Software Development: An Agile Toolkit
Tom Poppendieck | Author, Lean Software Development: An Agile Toolkit
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Analysis is a good thing. Being slow and careful is wise. Rewarding people for performance makes perfect sense. Creating a plan and following it is the best way to get things done. And we should strive to be the best at whatever we do. When we have our analytical hats on, we know these statements are true.

But they aren't the whole truth. Intuition is also a good thing. Being fast produces essential feedback. Purpose works better than incentives for engaging. Probing a complex environment and adapting to its response is the right way to change a complex system. And being the best can get in the way of getting even better. When we are wearing our intuitive hats, we feel that these things are terribly important.

So which hat should we wear? In the last quarter of the 20th century, western companies drifted into the habit of wearing analytical hats most of the time, while the intuitive hats got dusty on the shelf. But since the turn of the century, companies that sport intuitive hats seem to be doing very well. In fact, if we're not careful, they might become a threat to our business.

A company with a lean mindset wears both hats at the same time and knows how to leverage the advantages of each. For those of us who have gotten into the habit of wearing our analytical hats most of the time, a lean mindset means moving our thinking:
  • from analytical toward intuitive
  • from slow toward fast
  • from individualistic toward cooperative
  • from disciplined toward adaptive
  • from being good toward getting better
This workshop will present research, case studies, and exercises to help you understand what a lean mindset is and how it can help your company become more productive, deliver faster, and experience significantly higher quality.

About Mary Poppendieck
Mary Poppendieck PhotoMary Poppendieck has been in the Information Technology industry for thirty years. She has managed solutions for companies in several disciplines, including supply chain management, manufacturing systems, and digital media. As a seasoned leader in both operations and new product development, she brings a practical, customer-focused approach to software development problems.

As Information Systems Manager in a video tape manufacturing plant, Mary first encountered the Toyota Production System, which later became known as Lean Production. She implemented one of thee first Just-in-Time systems in 3M, resulting in dramatic improvements in the plant's performance.

Three times Mary has partnered with small companies, twice negotiating and funding a multi-million dollar equity investment. But understanding small companies from the investor point of view was not enough; so she joined one of the start-ups to lead its R&D effort.

A popular writer and speaker, Mary's classes on managing software development offer a fresh perspective on project management. Her book Lean Software Development: An Agile Toolkit, was published in 20003 and won the Software Development Productivity Award in 2004. A sequel, Implementing Lean Software Development: From Concept to Cash, was published in 2006, and Leading Lean Software Development: Results are Not the Point, was published in November, 2009. A new book, The Lean Mindset, will be published in September, 2013.

About Tom Poppendieck
Tom Poppendieck PhotoTom Poppendieck has 25 years of experience in computing including eight years of work with object technology. His modeling and mentoring skills are rooted in his experience as a physics professor. His early work was in IT infrastructure, product development, and manufacturing support, and evolved to consulting project assignments in healthcare, logistics, mortgage banking, and travel services.

Tom led the development of a world-class product data management practice for a major commercial avionics manufacturer that reduced design to production transition efforts from 6 months to 6 weeks. He also led the technical architecture team for very large national and international Baan and SAP implementations.

Tom Poppendieck is an enterprise analyst and architect, and an agile process mentor. He focuses on identifying real business value and enabling product teams to realize that value. Tom specializes in understanding customer processes and in effective collaboration of customer, development and support specialists to maximize development efficiency, system flexibility, and business value.

Tom is co-author of the book Lean Software Development: An Agile Toolkit, published in 2003, and its sequel, Implementing Lean Software Development: From Concept to Cash, published in 2006. Leading Lean Software Development: Results are Not the Point, was published in 2009. A new book, The Lean Mindset, will be published in September, 2013.

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Complexity theory and Agile

Dave Snowden | Chief Scientific Officer, Cognitive Edge
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Sometimes known as the science of uncertainty, complexity theory has the potential to transform Agile practice by allowing co-evolutionary development of organisational strategy with development and user needs, both articulated and unarticulated. This workshop will cover the Cynefin framework (A recent Garner report stated that By 2016, the Cynefin framework will be used in 10% of IT operations organizations as a sensemaking methodology) as well as narrative-based approaches to user requirement capture and communication. It will examine how to create fractal sense-making frameworks between organisational strategy and IT operations.

About Dave Snowden
Dave Snowden PhotoDave Snowden is the Founder and Chief Scientific Officer of Cognitive Edge. His work is international in nature and covers government and industry, looking at complex issues relating to strategy and organisational decision making. He has pioneered a science based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory. He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style.

Dave holds visiting Chairs at the Universities of Pretoria and Hong Kong Polytechnic University as well as a visiting fellowship at the University of Warwick. He is a Senior Fellow at the Institute of Defense and Strategic Studies at Nanyang University and the Civil Service College in Singapore. His paper with Boone on leadership was the cover article for the Harvard Business Review in November 2007 and also won the Academy of Management award for the best practitioner paper in the same year. He has previously won a special award from the Academy for originality in his work on knowledge management. He is a editorial board member of several academic and practitioner journals in the field of knowledge management and is an Editor in Chief of E:CO. In 2006 he was Director of the EPSRC (UK) research programme on emergence and in 2007 was appointed to an NSF (US) review panel on complexity science research.

He previously worked for IBM where he was a Director of the Institution for Knowledge Management and founded the Cynefin Centre for Organisational Complexity; during that period he was selected by IBM as one of six 'on-demand' thinkers for a world wide advertising campaign. Prior to that he worked in a range of strategic and management roles in the service sector.

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Guide to achieving the full potential of your distributed Agile team

Dipesh Pala | Agile Capability Lead, IBM
Kurt Solarte | Senior Managing Consultant and Agile Practice Lead, IBM
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Are you interested in succeeding with scrum in large, complex distributed development projects? Are you a scrum master wanting to learn how to lead a distributed team? Do you know how to tailor existing agile practices to reflect the realities of distribution?

Being Agile in a distributed environment has been a subject of controversy over the years, which is not surprising given the importance placed on face-to-face communication in the twelve principles of the Agile Manifesto.

Agile teams need to work together very closely as cross-functional teams, instead of silos with hand-offs after long project phases. Agile teams also need to engage customers and stakeholders frequently to ensure that they are meeting customer needs, adapting to changing requirements and delivering high-quality software. The transparency inspired by Agile makes any challenges related to this level of daily communication, collaboration and teaming, painfully obvious to teams and individuals. However, many large-scale and distributed Agile teams are successfully and boldly rising to meet the challenges with great success.

What makes the difference between thriving versus just merely surviving?

In this session, you will experience the pros and cons of different approaches to working as a distributed team and learn some of the proven techniques for fostering communication, collaboration, trust and teaming in a distributed environment. You will also see a simulation of how to foster collaboration and more effectively share information across your Agile distributed team and stakeholders.

Bring your greatest distributed teaming challenges and any lessons learned to share during this active and engaging session.

About Dipesh Pala
Dipesh Pala PhotoAs an Agile Capability Lead, Dipesh Pala pursues his passion for helping organisations of all sizes to incrementally adopt the benefits of Agile practices. He has a long history in software delivery having worked within a variety of industries as a programmer, business systems analyst, iteration manager and project manager. Over the last five years, Dipesh has helped many project teams as an on-the-ground Agile consultant and mentor. He has been instrumental in rolling out Agile methods in many organisations and is currently coaching and mentoring aspiring iteration managers, Agile project managers and team leaders to become the Agile practitioners their teams need. A keen advocate of simplicity, Dipesh offers simple, practical yet powerful ways to address the challenges team members and managers in Agile environments face today. He continuously pushes individuals and teams beyond the practices and principles to take a step further into the Agile journey.

About Kurt Solarte
Kurt Solarte PhotoKurt Solarte is the Agile Delivery Lead with IBM Interactive & Social Business in Melbourne; leading a consulting practice of Designers, Developers, and User Experience consultants in the agile delivery of interactive web experiences.

Kurt's past includes IBM Interactive in the US, UK, and Canada where he specialised in keeping business analysis alive and relevant in the agile delivery of e-commerce, web portal, and mobile projects. He also recently spent time as the Agile Transformation Lead with IBM Strategy & Transformation Practice and a 2 year secondment with IBM Rational Software in Australia focusing on agile development and Collaborative Application Lifecycle Management.

Kurt is a guest lecturer at UNSW and UTS; and regularly publishes for both IBM and industry publications on topics of agile/lean development, Disciplined Agile Delivery and agility@scale.

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Introduction to Agile Methods

Craig Smith | Agile Coach, Software Education
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This course provides an independent one-day introduction and overview of Agile Software Development. We look at the underlying philosophy and motivation for this trend in software development and examine the core practices and techniques of a number of Agile methods.

Intended For
  • Managers and executives responsible for software development
  • Project managers responsible for software development projects
  • Business analysts gathering requirements for software development
  • Team leaders and developers building software systems
  • User Managers who have to sponsor and are responsible for the introduction of new computer based information systems.
Participants are expected to have some understanding of basic business practice, and to have been exposed to aspects of the Software Development Lifecycle. The course does not teach any specific tool or technique but provides an introduction to the Agile methods that will enable the participants to make informed decisions regarding practices that will be effective for their own organisations.

Learning Outcomes
By the end of the course participants will be able to:
  • Understand the background to and driving forces for taking an Agile approach to software development
  • Understand the core practices and philosophies behind a number of specific Agile methodologies
  • Understand the organisational and people challenges and opportunities the Agile approach brings to the software development process
  • Understand how these have been overcome in some real projects.
  • Introduction & Background
  • Some History
  • The Agile Manifesto
  • Theories of Complex Adaptive Systems
  • Thriving on the Edge of Chaos
  • What Projects can Benefit from Agile?
  • The Gurus
  • What About Requirements?
  • Do Just Enough
  • Common Elements
  • Focus on People & Communication
  • Some Agile Methods
  • SCRUM - Project Management in an Agile Environment
    • eXtreme Programming
    • Dynamic Systems Development Method
    • Adaptive Software Development
    • Methods
    • Feature Driven Development
    • Pragmatic Programming
    • What's new this week?
  • Challenges & Issues
  • Success Stories
  • A Literature Review

About Craig Smith
Craig Smith PhotoCraig Smith has been active in the IT industry for over 15 years. Craig has been an Agile practitioner for over 10 years and is a Certified Scrum Master and a member of both the Scrum Alliance and Agile Alliance and as an Agile Coach he has worked on a number of high profile technical and business projects. Craig regularly conducts Agile training and has presented at a number of Australian and international conferences. Craig is also an Agile Editor for InfoQ and co-hosts an Agile podcast called The Agile Revolution.

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