The most dangerous phrase: SOLID, Scrum, and other antiquities
Some advice is timeless; it ages like a fine wine. Each time you revisit it you discover a nuance, a new
connection to something else. As you grow, the advice is waiting there to reveal another layer you had never considered.
Some advice is a product of its time; it ages like milk. It starts fresh, then it begins to smell, and eventually it
rots and can even become harmful! It made sense in the context and constraints of its day, but things have changed
and it is no longer relevant.
As Admiral Grace Hopper famously said: "The most dangerous phrase you can use is 'But we've always done it this way!'"
Daniel believes this is why so many people have an almost religious zeal for SOLID, Scrum, and other antiquities.
In this session, Daniel argues from first principles why ideas like SOLID and Scrum made sense in their day, over a quarter
century ago, and why they have been superseded and should now be considered harmful. For contrast, he suggests Continuous Delivery
and lean product development are ageing like fine wines. If there is time, he will show how methods like SAFe have never been relevant
and never will be, but can be very appealing to a certain kind of manager.
Consult(ancy) Your Agile Coach
Working with the big Consultancies may not always be the right choice. This talk explores why an Agile coach
is the Agilist you only need when transforming your ways of working to Agile.
Leader’s role in enabling organisational competitiveness
Introduction to principles that will enable leaders to foster organisational exploration and emergence
- prerequisites for organisation competitiveness.
How well is your organisation responding to rapid change and uncertainty?
In responding to change, as a leader, how are you engaging individuals across your organisation?
How are you enabling organisational learning in order to enable organisation competitiveness?
These are crucial questions that will be discussed in this talk.
We’ll discuss the principles for nurturing and promoting continuous transformation. A transformation
that is respectful of legacy, recognises established success and is accommodating to each individual’s
Leading Smart People
Michael Dell tells us to "never be the smartest person in the room". But what if we're in a role where people
look to us for the answers? How do we create positive change in a domain where the team are the experts?
This talk is aimed at anyone who needs to create credibility in order to influence ways of working. I'll talk about
ways you can help teams use their collective expertise to move towards the right outcome. This is true even if you
don't know what that outcome is yet.
A Protective Umbrella - Sustaining a working culture through successive reteaming phases
Join us for a history of Digital and technology in Legal & General, and how a small start-up of 8 people, grew to be a
fully-fledged Technology department of over 300 people in just 8 years. We will answer "What forms the umbrella that an
ever-growing group can use to protect aspects of their culture and ways of working during periods of huge growth and change?”.
Fund Products - Start an Evolution!
Today, most organisations are on some form of Agile Journey, but most of the meaningful change happens at the team level and Agile operates
in a bubble, constrained by traditional management structures. This is the particular case when it comes to funding Product Development;
where it’s common to see the decades’ old methods of Annual Budgeting and Project Management practiced.
* Explains why Annual Budgeting and Project Management practices fail to meet the demand of today’s fast-moving businesses, and how they operate at loggerheads with Agile values.
* Describes the alternative approach of Funding Products, and the benefits a Product centric approach yields.
* Gives the listeners evolutionary ‘Nudges’ that can gently shift an organisation towards funding Products, while keeping senior stakeholders onboard.
How we Use Data to Ignite Action
Are you tired of having the same conversations, delivering “late” and being put under pressure for decisions you didn’t even make?
In this session, I’ll walk through how we managed to flip the script in a highly regulated, risk-averse, financial institution
by introducing probabilistic forecasting and flow metrics as well as ditching wasteful estimations.
I’ll cover what you need to get started (very little!) and we’ll explore things I wish we knew when we started our journey,
including what is involved in making the mindset shift at an organisational level. I’ll also be sharing some of the success
stories we’ve seen, which include teams improving their ways of working based on data as well as critical decisions being made
by stakeholders at the earliest possible opportunity rather than when we’ve missed a deadline.
Probabilistic forecasting has helped move our risk-averse stakeholders away from traditional and comfortable but ultimately
higher-risk ways of working… however, we’re still on our journey and there is so much more to come, so I’ll also touch on where
we are going which includes using DORA metrics.
Q+A with a selection of the day's speakers.