Esther Derby<\/strong><\/a><\/p>\n Traditional definitions of leadership emphasise position, formal authority, power, vision and heroics. Those definitions might have been sufficient in another time. Organisations that need to respond to a fast-changing environment and desire continuous improvement require a different kind of leadership and a different kind of leader.<\/p>\n In this talk, Esther Derby explores a different definition of leadership: \u201cThe ability to enhance the environment, so that everyone is empowered to contribute creatively to solving the problem(s).\u201d<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Neal Ford<\/strong><\/a> | Software Architect, ThoughtWorks<\/strong><\/p>\n Modern software development exhibits a curious trend: yesterday\u2019s best practice becomes tomorrow\u2019s antipattern. EJB and SOA were once best practices, but are now shunned as anti-patterns. In this talk, Neal Ford investigates why this trend continues, focusing on increased tech stack complexity, primordial abstraction ooze, code re-use abuse, strangling dependency management, and the fundamental dynamic equilibrium of the software development ecosystem. Neal also investigates how to avoid yesterday\u2019s best practice from becoming tomorrow\u2019s antipattern by looking at domain centric architectures, immutable infrastructure, evolutionary architecture, incremental architectural change, and how to favour evolvability over predictability.<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Sami Honkonen<\/strong><\/a> | CEO, Tomorrow Labs<\/strong><\/p>\n Our organisations need to be adaptive to deal with the increasing complexity and pace of change. Unfortunately, many of the existing corporate structures do the opposite. A responsive organisation is fit for its current environment, but continuously adapts to reflect the changing business landscape. This talk looks at the building blocks of a responsive organisation. By understanding complexity, systems, experiments, transparency and empowered execution, we can build an organisation that thrives in uncertainty.<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Jez Humble<\/strong><\/a> | CTO, DevOps Research and Assessment LLC<\/strong><\/p>\n Since the Continuous Delivery<\/em> book came out in 2010, it\u2019s gone from being a controversial idea to a commonplace one\u2026 That is, until you consider that many people who say they are doing it aren\u2019t really, and there are still plenty of places that consider it crazy talk! In this session Jez Humble will present some of the highlights and lowlights of the past six years listening to people explain why continuous delivery won\u2019t work, and what he has learned in the process.<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Barry O\u2019Reilly<\/strong><\/a> |<\/p>\n How can you accelerate your journey to become a Lean Enterprise? In this talk, Barry O\u2019Reilly will share lessons learnt from engagements where he has helped enterprises rekindle their capability to explore, experiment and learn how to improve. What are the key things you should do to start? What are the tools and techniques you can use? How do you prepare to have an impact?<\/p>\n Barry will discuss the key issues holding organisations back from unleashing innovation, while showcasing the counter-measures to apply to achieve high-performance at scale.<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Melissa Perri<\/strong><\/a> | CEO, ProdUX<\/strong><\/p>\n Are you building what your customers want, or are you just building? When successful companies first started out, they had to constantly deliver value to understand what their users wanted. This grew their business. Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called \u201cthe build trap\u201d. They continue building feature after feature, without stopping to validate that it\u2019s what customers truly want and need. This is due in part to poor understanding of product strategy, product management, and how to manage teams. Instead of focusing on the problems there, they search out \u201csilver bullet\u201d processes that only dig their hole deeper. In order to get out of \u201cthe build trap\u201d, businesses need to restructure their thinking to focus on finding value for the user to achieve business goals.<\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Diana Adorno<\/strong><\/a> | Product Designer & Researcher, ThoughtWorks<\/strong> Stream: Learning from your customer<\/p>\n What is the real value of customer research to digital product delivery? And how can that be done quickly, but still with enough confidence to build?<\/p>\n This is a case study of Bankwest (Client) and ThoughtWorks (Consultant) working together to deliver a new product to customers. Bankwest wanted to find out what they should build for their customers and mortgage brokers in order to reduce the anxiety and uncertainty in the home loan application process – within two weeks.<\/p>\n In this talk, the presenters will share their different perspectives on delivering the desired changes. The challenges for both product owner and research lead practitioner were different, but the overall outcome of the product was very successful. Of course there were compromises along the way and a few things we would do differently next time.<\/p>\n The challenge with customer research is to go deep enough to have confidence in the findings, make it rich enough to ensure that we haven\u2019t missed anything important, and make it actionable for the team, so that we are all clear on what to make for customers. While the research happens early as a discovery to set the direction, it continues throughout delivery to ensure that we are still on track.<\/p>\n Attend this presentation to learn:<\/strong><\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Elise Aplin<\/strong><\/a> | Product Manager, Clover.com.au<\/strong><\/p>\n Stream: Adopting Agile in your custom context<\/p>\n The Agile journey of an early stage startup<\/em><\/p>\n \u201cWe know we need some help with the team\u2026but we\u2019re not really sure what.\u201d<\/p>\n In early 2016, these words were used to pitch a job to me at an early stage startup. Despite the opacity of the position, I left my comfortable position as a consultant and joined because I felt like an adventure.<\/p>\n On my first day, I was given a new laptop in a box, and a desk, and left to fend for myself. For the first few week I had no idea how the team worked together. The second week, I realised no one else knew how the team worked either. In the third week, I realised our development practices were on point but we were suffering from a severe lack of collaboration and visibility.<\/p>\n This talk will follow how a new team went from an ad hoc and vague way of working to becoming a cohesive team with clear visibility into priorities and workflows. I\u2019ll discuss the challenges we faced as an entirely new team in a pre-revenue business, working with stakeholders new to product development and ignorant of the concept of Agile development.<\/p>\n This talk will follow the team\u2019s Agile journey from my first day on the team to our successful beta launch. I will also go beyond this, to talk about how our team\u2019s practices are continuing to evolve as we implement Objective Key Results, Hypothesis Driven Developments and other ideas as we strive for greater innovation and more frequent iterations.<\/p>\n Attend this presentation to learn:<\/strong><\/p>\n Top \u2191<\/a><\/p>\n<\/div><\/div><\/div> Joshua Arnold<\/strong><\/a> | Engineer, Black Swan Farming<\/strong><\/p>\n Stream: Evolving Agile Organisations<\/p>\n Deep Dive – Cost of Delay<\/em><\/p>\n \u201cIf you only quantify one thing, quantify the Cost of Delay\u201d \u2013 Donald G. Reinertsen<\/p>\n Cost of Delay is not only about improving prioritisation – it also helps with managing multiple stakeholders; enables the team to make vastly improved trade-off decisions; and changes the focus of the conversation.<\/p>\n When people hear about Cost of Delay they sometimes doubt whether their organisation is \u201cready\u201d for it. They say things like, \u201cWe don\u2019t have the maturity for it\u201d, or \u201cWe couldn\u2019t do that because our stakeholders wouldn\u2019t support it\u201d. We\u2019ve heard people say this too. And yet, in hindsight, people find it much easier than they thought!<\/p>\n This special Deep Dive will centre around why Cost of Delay matters and how to get started with it, despite these doubts.<\/p>\nWhy does yesterday’s best practice become tomorrow’s antipattern?<\/h2>\n
Building a responsive organisation<\/h2>\n
Continuous Delivery sounds great but it won\u2019t work here<\/h2>\n
Lessons deploying Lean Enterprise<\/h2>\n
The Build Trap<\/h2>\n
Speaker Sessions<\/h1>\n<\/div><\/div><\/div><\/div><\/div><\/div>
Deep customer research…fast<\/h2>\n
\nRichard Young<\/strong><\/a> | Program Director, Bankwest<\/strong><\/p>\n\n
From a laptop in a box to a successful product launch<\/h2>\n
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Deep Dive – Cost of Delay<\/h2>\n