Case study presentations announced
Nine case study presentations will be taking place across the two days of the conference, split between our three tracks. Take a look at the speakers and their chosen topics below, and start planning whose sessions you don’t want to miss!
Day 1, 1.55pm
Amanda Colpoys, Moonpig
Amanda, Head of Agile Coaching at Moonpig, discusses their Agile journey, beginning with improved delivery in product engineering, through to the extension of lean and Agile working across the wider organisation.
Nick Brown, PwC
In a world which is becoming increasingly data-driven, it is still surprising how few teams use data. 39% of executives say their companies are already highly data-driven, yet mention data to many practitioners having conversations with the same executives and they shudder at the thought. This session will challenge the taboo that data has in our industry. Through case study examples of using a data-based coaching approach with our teams at PwC, Nick will aim to debunk the myths around metrics and highlight how effective data-based coaching still has its foundations in agile, whether it be through Scrum’s ‘three pillars of empiricism’ or Kanban’s ‘scientific method’.
David Kershaw, Delta Procurement
Having been part of various multidisciplinary teams David has developed an understanding of and has practiced various Agile related skills and methods. He has always focused on delivery. Unfortunately, public procurement is overshadowed by both legislation and its own risk appetite. In 2016 David was approached by officials from No.10 to use his Agile delivery experience to transform the commercial frameworks used within the marketing, advertising and PR space. David did basic Agile things, but they worked. He would love to tell the Agile world about this and other areas where he has applied Agile and to thank them for letting procurement in.
Day 1, 1.55pm
Catherine Harrison, North Highland & Joel Robinson, Sainsbury’s
Digital & Technology (D&T) within Sainsbury’s was facing challenges with the speed and value of its delivery and needed to evolve to offer its people a better experience and be a true partner to the business. 18 months ago, a new organisation structure designed around product families was introduced and since then a small collaborative team of Sainsbury’s and North Highland colleagues have been working on developing a sustainable transformation in ways of working across D&T at Sainsbury’s. Their presentation will cover how to build stable, integrated teams, Agile ways of working, the implications of pushing decision-making to the lowest point in the organisation, and prioritising by value and measuring value delivered.
Jeremy Renwick, Agilesphere
In Jeremy’s session about the Minimum Viable Organisation, he will cover things like what Agile leadership means in practice, what putting the customer value first really means (particularly the impact on “support” functions such as finance, operations and HR), money in an Agile organisation and day-to-day management of an Agile business – how do you integrate delivering strategic initiatives with business as usual? How does Agilesphere manage work in progress when there are incoming, unanticipated issues?
Giles Lindsay, Tungsten Network
Director of Software Engineering Giles’ case study revolves around the recent Agile transformation of a Fintech company in the heart of The City using Disciplined Agile and what the business has gone on to achieve over the last 12 months.
Day 2, 1.55pm
Andy Barton, Aylesbury Vale District Council
By recognising the need to change a district council in the South East has undergone a transformation process that began with breaking out of the old council mould and introducing a commercial culture which cuts across everything they do. For the last two years, a commercial behaviours approach has been a catalyst for internal cultural transformation. This transformation emerged top-down to create a business focussed workforce with the ability to adapt easily to change. The test now is to sustain this behaviour-led programme and embed it within all employees. Interesting points from this case study include the challenge of managing service and operational knowledge, the removing silos and old behaviours and strategic flexibility, which emerged as a prominent positive feature.
Marc Ellis, Mastercard & Brian Tucker, Ivar Jacobson International
Transparency and collaboration are key tenets of any Agile change programme. When these characteristics are fostered and encouraged, they can drive open and honest communication in as close to real-time as possible. In January 2016, Mastercard’s Prepaid Management Services made the decision to adopt to scale their agile delivery with the goal of aligning and unifying plans and improving collaboration across lines of business. Marc Ellis, VP of Strategic Program Management at Mastercard and Brian Tucker, Principal Consultant at Ivar Jacobson International will share details on Mastercard’s Agile journey as they introduced and adopted SAFe®. Marc and Brian will discuss how it was rolled out, the challenges and the opportunities and benefits to date.
Philippe Guenet, Henko
“Next year, we’ll all be 80% agile”, promised the CIO. For which outcomes? Reducing costs? Becoming digitally competitive? What does 80% Agile mean anyway? Many digital transformations and Agile adoption programmes start on this wrong foot. This leads to huge efforts and expenses for very little tangible returns in terms of business outcomes. Eventually the development teams are doing Scrum, but the delivery is still challenged, waste is high, and innovation is not getting any faster. What have those efforts missed? The overwhelming answer is people & leadership! In this talk, Philippe will explore developing the three levels of Digital Intelligence with teams & leadership and give practical examples of how to move from resistance to active facilitation of digital performance.