This event has ended. Visit the official site or create your own event on Sched.

Sign up or log in to bookmark your favorites and sync them to your phone or calendar.

Experience Report [clear filter]
Tuesday, May 23


The First "Startuppucino" Steps to a Lean Edtech Startup
This experience report will reconstruct and reflect on the journey so far a small software startup team has gone through, trying to follow the Lean Startup approach blended with some agile practices in the development process. The startup idea has been developed over a year and has gone through several important pivots, based on the learning the team gathered along the way. In the last months (from June to December 2016), the team focused on a new direction and was developing an educational application to support active teaching and learning in entrepreneurship education. The experience report is mainly focused on this period. We will recall how the team implemented the web application called "Startuppuccino", how our development activities were informed by different Lean Startup concepts and supported by agile practices. We will reflect on good lessons learnt as well as mistakes made during this journey.

avatar for Xiaofeng Wang

Xiaofeng Wang

Senior Researcher, Free University of Bozen-Bolzano
Researching and practicing on topics related to startups, agile and lean approach, learning organisations and many more, as long as they are about motivating people intrinsically to be better.

Tuesday May 23, 2017 14:15 - 14:45
Ballroom C 1st Floor


Agile Software Development in the UK Government: An Infiltrator's Secrets

After wasting £12 billion on the biggest IT failure ever seen, and constantly disappointing UK citizens with huge overspends on extremely poor digital services, every aspect of UK government IT was in desperate need of fundamental transformation.

At this huge government scale, digital & agile transformations can be successful. But a system's bias for reverting to what it knows - manifested as resistance to change from those in power - is the biggest danger.

GDS - Government Digital Service - came to the rescue of UK government IT over 5 years ago and are now facing those very challenges. They implemented a culture of user-first, agile software development across government, resulting in world-leading digital services whilst saving millions in taxpayer money. Astonishingly, they put public sector software development on a path to reach the levels of Amazon, Netflix, et. al.

Governments all around the world are now copying the GDS model which involves creating a "one government" user experience, enabling a fundamental transformation of the relationship between citizen and state. An approach that relies on assessments to enforce adequate user research is carried out and to verify teams are working in small cross-functional teams striving for continuous delivery.

But GDS always faced constant resistance from senior executives and IT leaders who didn't want to transform - who wanted to stick to old habits of waterfall software development, huge outsourcing contracts, and big enterprise software. Factions started to build up around these two schools of thought. The new "digital" teams who open sourced all the code and wanted to talk openly (blogs, conferences) with UK citizens vs the old "IT" teams who wanted to maintain the status quo of closed-sourced and hidden away.

Despite all of GDS' success, a lot of their work is now being undone as these anti-change IT leaders start to claw back power and reverse the GDS improvements. So strong is the uprising, there has been a mass exit from GDS of the key influencers, including those at the very top who fear an end to the progress.

Governments and organisations of all sizes aspiring to carry out transformation should take careful note of these key lessons.

avatar for Nick Tune

Nick Tune

Sociotechnical Thinker, Independent
Nick is passionate about delighting users, creating business impacts, and crafting quality software, placing an equal focus on improving both the delivery capabilities and alignment of an organisation. He specialises in transformation projects, having worked with high-profile organisations... Read More →

Tuesday May 23, 2017 16:15 - 16:45
Ballroom D 1st Floor


Real-Time Performance Measurement for Driving Continuous Improvement in Agile Teams
Why is performance measurement so topical? Performance measurement guru Andy Neely argues that there are 7 main reasons: the changing nature of work; increasing competition; specific improvement initiatives; quality awards; changing organisational roles; changing external demands; and the power of technology.
Re-inspired by XP2017’s conference theme of “uncovering better ways of developing software”, we’d like to take a closer look at the “specific improvement initiatives” item on Neely’s agenda, and specifically in the light of performance measurement in agile development. We do this by developing a tool for data-driven continuous improvement and implementing it in collaboration with agile teams in two multinational product development firms. We follow the teams using the tool during 6-10 months and report their experiences and lessons learned in this session.

avatar for Peter Eriksson

Peter Eriksson

Manager SW Development, ABB AB - Industrial Automation
For the last 20+ years, been involved in product and service development. Always focused on helping the organizations take better advantage of the Lean Product Development and Agile mindset and methods. Dedicated to build great teams, products and solutions. Involved in building and... Read More →
avatar for Jaana Nyfjord

Jaana Nyfjord

Research Leader, RISE SICS
Over the past 15 years, I have been deeply engaged in the efforts of various companies to become better software development organizations. They range from small IT departments in Bangladesh to startups and global enterprises in the streaming, defense and telecom industries. My work... Read More →

Tuesday May 23, 2017 16:15 - 16:45
Belvedere 12th Floor
Wednesday, May 24


Patterns for Making Leadership Happen and Building Self-Organizing Agile Teams

We want to give an introduction to our recent endeavors in introducing pattern into the area of making leadership happen and building self-organizing Agile teams.

The reason for us to spend the time and energy in this area is very simple: With all the theories and frameworks in building leadership and self-organizing Agile teams, we are simply lost in how to make those beautiful things really happen in reality in a practical way, with specific, step-by-step tools. Taking me for example, though I was offered a number of trainings on leadership and Agile transformation topics, when I stepped into my new role of Agile team R&D leader, my confidence level was still quite low and was in desperate need of practical guidance to start my journey (actually I am looking for something like "1st-month manual for Agile SW team leader", but I failed). And I am sure I am not the only Agile team leader with this pain.

Then my “ah-hah” moment came when I attended Linda's workshop in XP2015 and then read the book "Fearless Change" by Linda and Mary. It was my first time to realize the power of pattern outside design pattern area. As a former software developer, I find that applying those change patterns in introducing my new ideas in my team is equally powerful and effective as applying those classical design patterns in crafting an elegant piece of software. Immediately, I was inspired to seek the possibility of introducing pattern into the area of making leadership happen and build self-organizing Agile team to capture those successful solutions/practices to recurring problems as I faced. Why not?

In fact, the effort turns out to be worthwhile. Our experience of capturing successful solutions/practices into patterns and applying those patterns so far has shown quite positive results. Collaborating with my colleagues in Nokia, leaders from other software companies, and other Agile practitioners in local communities, we have together summarized a number of leadership patterns which are organized around four key pillars to achieve high performance leadership in Agile teams (which we call “4P leadership framework” – Purpose, People, Performance, and Personality). For each leadership pattern, there is a structured way to document it including a name, background, problems to solve, constraints, practical solutions and known cases of applying the pattern.

The early feedback for those leadership patterns has been quite encouraging. After presenting this topic in local Agile community gatherings and national software industry summit, people are interested in learning more about those patterns and inspired to apply them. We have also received positive feedback after people try those patterns in their team and organization. More important, new leadership patterns, not surprisingly, have been added to our repository when the audiences start to summarize their own patterns – patterns are alive in this manner.

So in this talk, I want to take this opportunity to share our thinking in this topic and those leadership patterns we have so far (maybe some of them due to time limit) to a wider audience. And I am expecting something interesting to happen.

avatar for Peng Liu

Peng Liu

R&D Manager, NOKIA

Wednesday May 24, 2017 16:30 - 17:00
Ballroom B 1st Floor
Thursday, May 25


Scrum at Scale in a COBIT Compliant Environment: The Case of Turkiye Finans IT
Turkiye Finans IT in 2014 managed to be the first in Middle East and East Europe in terms of the size of the change by transforming all production and project teams and related processes to agile models from waterfall. The transformation included nearly 50 teams touching more than 200 people, and had to take place in a highly regulated environment driven by COBIT (Control Objectives for Information and Related Technology) regulations. Melting COBIT and Scrum in an organization is very possible, new, and challenging (especially when a full compliance is required as in this case). Despite the prominent challenges, the charm of being agile pushed the Bank to go for the transformation. Besides, it has yielded the first coexistence of these two in practice, to the best of our knowledge. During the transformation, we have witnessed some issues coming from the core of Scrum and COBIT and scaling Scrum while staying conformant to COBIT and maintaining the essence of Scrum. Thus, based on our experience, this paper aims to discuss such challenges and provide solutions for them from the practice.

avatar for Necmettin Ozkan

Necmettin Ozkan

IT Process, Quality and Performance Specialist, Turkiye Finans Participation Bank
Necmettin works in IT Governance Department of Turkiye Finans Participation Bank as an IT Process, Quality and Performance Specialist. He currently is a member of quality management and review team that is primary party responsible for designing IT processes and managing process improvement... Read More →

Thursday May 25, 2017 12:00 - 12:30
Ballroom B 1st Floor


Taming a Monster: Tackling the Emergent Issues in Mission Critical System Development

Many large IT systems have become too complex to understand. The complexity stems from the ever increasing number of technical parts but also from the increasing number of people involved. Still, the systems are designed, developed, tested, and taken into use without paying enough attention to the issues the inherent system complexity introduces. These issues – called emergent because we are not able to foresee them – result in system failures, downtime, and hasty workarounds and fixes. These, in turn, lead to unsatisfying user experience and unexpected costs.

When dealing with a mission critical information system, failures and downtime are unacceptable. The users need to be able to trust that almost whatever happens, the system is available to the users, in the best possible way. If a mission critical systems is first built, then taken to use, and finally maintained by different organizations, the challenge of divided responsibilities emerges. In the presence of any event regarded as a problem, it is not imminently clear which party is best capable of solving the situation.

The software-as-a-service (SaaS) model is a good fit with mission criticality in a number of ways. When the system is provided as a service by one service provider, there is no doubt who to blame in the occurrence of errors or who should take care of issues raised by the users. At the same time, the SaaS model puts a totally different kind of burden on the shoulders of the company providing the mission critical service. If the service has no option to fail, system design, development, testing, deployment, monitoring and maintenance while being operational, must be done the mission criticality as the first thing in mind.

avatar for Aapo Koski

Aapo Koski

Solutions Architect, Patria Oyj
Interests: critical information systems, high availability, customer/user collaboration, continuous * including continuous improvement, iterative approaches, ... and of course all subjects that hinder us from creating reliable and performant software systems, ...

Thursday May 25, 2017 14:30 - 15:00
Belvedere 12th Floor