1 PDU per
Session
CONCURRENT S E S S I O N S
Wednesday, June 10, 11:30am
AGILE DEVELOPMENT
AW1
AW2
DEVOPS
AW3
DW1
AGILE READINESS
AGILE TECHNIQUES
IMPROVING THE TEAM
DEVOPS & THE ENTERPRISE
Can We Do
Agile? Barriers
to Agile
Adoption
Leanban: The
Next Generation
of Agile
Forging a Path
to Paradise:
Replace
Retrospectives
with PROspectives
A DevOps
Journey:
Leading the
Transformation
at IBM
Jay Packlick,
Improving Enterprises
Implementing
change in a large
organization is
challenging.
Today, IBM is a
one-hundred year old
organization that is constantly
reinventing itself. DevOps is a
key ingredient in that process—
integrating speed, quality, and
value for clients. Dibbe Edwards
leads IBM’s DevOps
transformation and has
experienced both success and
tribulation. She has
consolidated her experience
into five best practices that
cover the complete software
development lifecycle and take
into account the dimensions of
process, tools, and culture
change. These best practices
include (1) expand agile beyond
development and test, (2)
continually test using
automation and virtualization,
(3) build a delivery pipeline, (4)
experiment rapidly, and (5)
create a culture of continuous
improvement. Dibbe describes
this journey, her experiences,
the best practices she
discovered, what techniques
she used, and how she
recommends a software
development team get started
on their DevOps journey.
Steve Adolph,
Blue Agility
“Can we do
agile?” is a
question
individuals often
ask as they look
at the impressive results
reported by other organizations
that have adopted agile
practices. Their usual concerns
are about the commonly
perceived barriers to agile
adoption: large scale, legacy
architecture, tooling; and
demanding governance and
compliance practices. Many
organizations with these
challenges do agile very well
despite these perceived
barriers. Others wonder why,
even with their training and
shiny new tools, they can’t do
agile. What they’re not seeing
are the social barriers that
impede fast decisions and
ultimately doom many agile
adoption programs. Steve
Adolph explains why social
factors are the dominant
determinant of agile success,
introduces a fast decision cycle
model to resolve issues, and
provides a configuration guide
to help you identify and
evaluate social impediments.
Using a case study of a “high
ceremony” organization, you
and Steve work together to find
ways to resolve your company’s
impediments to doing agile.
20
Al Shalloway,
Net Objectives
New description:
Al Shalloway
introduces
Leanban, the next
major agile
approach following Scrum, XP,
and Kanban—and the first
explicitly based on lean
software development
principles. While each of these
earlier approaches is a
manifestation of selected Lean
principles, none of them were
fully Lean. The result is that
each approach, while valuable,
is incomplete and useful in only
certain situations. Al explains
how Leanban is an explicit
manifestation of Lean principles
while incorporating what we’ve
learned from previous agile
methods. It encompasses
culture, Lean flow, how people
learn, the importance of
systems thinking, technical
practices, and management,
providing a consistent set of
principles and core set of
practices. Al presents Leanban’s
well-defined starting points and
then discusses Leanban’s welldefined migration path from
one practice to another as
teams learn or their situation
changes. Al concludes by
discussing how teams currently
doing XP, Scrum or Lanban can
extend their current practices
with Leanban.
A cornerstone
principle of the
Agile Manifesto is
periodic
reflection on how
to be more effective. So it’s a
bit ironic that retrospectives,
widely practiced as a way to
improve performance, are so
ineffective. Teams often
produce few, if any, significant
improvements. Why is this?
What can teams do instead to
produce better results? Jay
Packlick suggests that “Journey
to Paradise Island” is a powerful
exercise that introduces the
practice of PRO-spectives—a
forward-facing approach to
continuous improvement that
helps teams create and focus
on achieving a compelling
vision of their own creation.
Unlike retrospectives which
tend to be backward facing and
reactive, producing superficial
responses to transient
problems, PRO-spectives begin
with the end in mind. They
incorporate the goal-focused
power of the Toyota Kata
model of improvement. Join
Jay to learn how your teams can
create their own Paradise
Island, discover just how far
they are from it, and determine
the best course to get there.
Dibbe Edwards, IBM
T O R E G I S T E R C A L L 8 8 8 . 2 6 8