1 PDU per
Session
CONCURRENT S E S S I O N S
Thursday, June 11, 10:00am
AGILE DEVELOPMENT
AT1
AT2
DEVOPS
AT3
DT1
AGILE LEADERSHIP
PRODUCT DEFINITION
AGILE TEST & QA
DEVOPS & MOBILE
The Joy of
Work: People
Performance
and Innovation
in Agile
Development
The Business
Analyst Role on
Agile Projects
The Tester Role
in the Agile
Release Train
Brian Watson,
VersionOne
Malcolm Isaacs, HP
Continuous
Integration
for Mobile
Development
Sanjiv Augustine,
LitheSpeed
Do you find your
work exciting and
fulfilling? Is your
agile team
rewarded for
finding better ways to work and
innovating? Even though many
organizations have adopted
agile approaches at a project
level, few have effectively
aligned their HR processes with
agile values or made finding
better ways of working a truly
rewarding and exciting
proposition. With a new
generation of employees who
are as interested in purpose as
in profit, it is imperative that we
revisit schemes like the annual
review and recognize its
limitations, and the damage it
causes to individual morale and
team productivity. Join Sanjiv
Augustine to explore the
subject of creating a holistic
performance management
system that not only adheres to
agile principles but also actively
promotes individual drive and
team innovation. Learn how
de-link merit pay from
feedback, the difference
between intrinsic and extrinsic
motivation, and how to create a
“flow state” on your agile
teams to enhance performance
and spark innovation.
28
Agile—a single
word that sparked
unprecedented
confusion in the
technology world.
When it went agile, did your
organization throw out your
business analyst team? Have
they banned all requirements
documentation? Are teams
struggling to see the big
picture? Brian Watson has
encountered each of these
scenarios. Brian reveals the
facts and busts the myths about
requirements, documentation,
teamwork, and the role of the
business analyst in an agile
environment. The relationship
between the product owner
and the team often develops
through the activities normally
associated with business
analysts. Learn how this
relationship grows through
identifying and building a
minimum viable product, see
which Agile Manifesto
principles are critical to
business analysts, uncover the
truth behind the cost of
extensive documentation,
determine how to use just
enough documentation to be
successful, and find out how to
harness your business analysis
skills to navigate the stormy
waters of an agile
transformation.
In a classical agile
team, testers and
developers work
together on
feature teams to
produce functioning software in
each sprint. As enterprises scale
up their agile adoption, the
agile feature teams must work
in concert with many other
teams, such as component
teams and system teams. They
may find that they need to
interact with a number of
technical experts and domain
experts—DBAs, architects, user
experience experts, business
analysts, and others—who form
part of H