This stimulating talk starts by exploring the popular Technology Adoption Lifecycle, and how it relates to agile adoption. Next Ahmed illustrates how to practically “cross the chasm” between project-level and enterprise-wide agile adoption initiatives using a value-based roadmap. The roadmap, which consists of five steps (Collaborative, Evolutionary, Integrated, Adaptive, & Encompassing), is a result of 4 years of research and industry experience. Participants will see how to create their own value-based agile roadmaps as well as discuss key concepts related to enterprise agile adoption.

Being nearly agile has caused a number of new words to enter our vocabulary. They include “mini-waterfaull”, “Scrum-but”, “XP’ish”, “w-agile”, “fr-agile” and a host of others. While agility cannot be defined by a particular set of principles or practices, going down a particular agile path only part-way is almost always a recipe for an eventual disaster. This session will focus on exposing the 7 deadly sins that may apply: lack of customer voice, manual testing, never integrating, no incremental deliveries, no feedback loop, silo’d teams and unrealistic deadlines. Learn why each is deadly!

An experience report (and video!) on the successful adoption and scaling of Agile practices within an IT organization through a year-long, innovative, and exciting campaign – the Amazing Team Race. This report shares successful strategies, some failed approaches, and finally how we created a culture of enthusiasm surrounding the adoption of Agile. It also demonstrates how widespread Agile adoption can be successful even in non-collocated team environments. The make-up of the IT organization consists of distributed teams with half of whom are outsourced contractors.

Those who attend conferences or read books and articles discover new ideas they want to bring into their organizations—but they often struggle when trying to implement those changes. This session offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. Come and discuss your organizational and personal change challenges.

This report describes how scrum was adopted by more than half of the software developers at Amazon.com (and counting). The adoption was due largely to the efforts, both accidental and purposeful, of an internal employee. Amazon’s corporate and development cultures played important roles, both positive and negative. With no executive sponsorship, adoption occurred primarily a team at a time. The wide range of success across teams and organizations leads to a number of important lessons learned with regard to enterprise scrum adoption. The lesson: you can cause this to happen.

This talk summarizes the results of 4 years of industry surveys concerning the adoption and effectiveness of agile techniques. Very often the reality is significantly different than the rhetoric presented in mailing lists, in articles, and even in books. How effective are agile approaches compared to traditional approaches? To iterative approaches? Are people modeling? Writing documentation? Doing TDD? How much co-location is actually going on? How many organizations are really doing agile? To what extent? Come and find out answers to these questions and more.

Dean Leffingwell describes how agile methods are being successfully applied to enterprise-class development. • Part I describes team practices that scale to the enterprise, including: structuring agile teams, mastering the iteration, concurrent testing and continuous integration. • Part II describes additional practices necessary to achieve full enterprise benefits. Topics include: intentionally emergent architectures, lean requirements at scale, coordinating releases with the agile release train, agile training and rollout strategies and measuring business performance.

Engaged as a software consultant at a financial services company, we brought up the topic of Agile early on and were told, “No!” A Vice President at the company said that Agile had been tried there and failed, so the management decided that Agile was a waste of time and money and would be prohibited. Despite this edict, our team cleverly succeeded at covertly injecting “The approach that shall not be named” into a couple key projects. Our success caused management to reverse its firm anti-Agile stance, and the whole organization is now moving in that direction.