Once a dedicated code slinger, Doc has turned his energy toward helping teams, departments, and companies work better together in the pursuit of better software.
An agile practitioner and coach since 1999, Doc's 20-plus years of software development experience have provided him with exposure to a wide range of topics. Doc declares expertise in no single language or methodology and is immediately suspicious of anyone who declares such expertise.
A frequent speaker, Doc is passionate about helping others become better developers, working with teams to improve delivery, and building great organizations.
Cecil G. Williams is an agile coach and senior software engineer at Source Allies, director of curriculum for Tech Journey, and an adjunct instructor & tutor in information technology at Kaplan University. Cecil can be heard presenting at local user groups and his insights are published on the Source Allies blog. Cecil was a technical lead on the project team featured in Chapter 14 of Specification by Example - How Successful Teams Deliver the Right Software (2011, Manning). Cecil has worked with companies of all sizes including General Dynamics, Verizon, Monsanto, Emerson Fisher, Telligen, Ryko, and Iowa Student Loan. Cecil has helped teams successfully adopt Scrum, XP, and Kanban processes. Cecil has held various information technology positions including agile coach, software development manager, technical lead, system administrator, and software developer. Cecil holds masters degrees in business administration and information technology, along with a bachelors degree in nuclear engineering. Cecil uses his more than 20 years of information technology experience combined with his more than 8 years of university teaching experience to share his knowledge on agile and many of the software development engineering practices.
Todd Brunia is a Senior Software Engineer at Source Allies. Todd has over 20 years of experience working with the Java programming language. Todd has led automated testing efforts by coaching and mentoring on the application of Selenium, Cucumber, JUnit, Maven, and Continuous Integration/Delivery.
Ryan Bergman has worked as a professional technologist in the Des Moines area for the last 16 years. He has been involved in a wide range of companies from startups, to "the enterprise". He is currently a software architect and programmer for John Deere Intelligent Solutions Group in Urbandale Iowa.
Matt Barcomb has over 18 years of experience as a product development leader who takes a pragmatic, systems approach to change. He partners with organizations to help leadership teams develop & deploy strategy, optimize product management & development, and evolve traditional HR functions into modern talent development practices.
Matt enjoys challenging mental models, simplifying the seemingly complex, and uncovering the "why" behind the “what”. He shares his experiences and ideas at www.odbox.co or on twitter as @mattbarcomb
Lisa Shoop is a Director of Quality Assurance and Agile Coaching at Sabre. Since joining the agile community in 2005, she has a passion for working as a transformation leader using her experience guiding teams through change. Lisa does so by creating organizational alignment (technology and business), fostering open team communication, collaboration and establishing accountability, using agile practices. Lisa has experience in the information technology industry spanning many aspects of software development. This includes Agile Coaching – team & enterprise, Quality Assurance, Portfolio & Product Management, Business Analysis, Software Development and Delivery, Project Management and Business Processes.
Jason began his career as a web developer when Cold Fusion roamed the earth. Over the following years, he moved into management, Agile Coaching and consulting. The bumps and bruises collected along the way brought him to the realization that helping organizations adopt Agile practices was less about the practices, and all about change.
In 2008 he attended an experiential learning conference about how people experience change and since then, he’s been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change. He is the author of Lean Change Management and an international speaker who has spoken all over the world from Canada, the US, Finland, Germany, Australia, Belgium and more.
Kent J. McDonald uncovers better ways of delivering value by doing it and helping others do it. His 20 years of experience include work in business analysis, strategic planning, project management, and product development in a variety of industries including financial services, health insurance, performance marketing, human services, nonprofit, and automotive. He is active in the business analysis and agile software development communities helping people share stories about what does and does not work. He shares those stories at beyondrequirements.com in addition to presenting at and helping organize several local and international conferences.
Kent is author of Beyond Requirements: Analysis with an Agile Mindset, and co-author of Stand Back and Deliver: Accelerating Business Agility.
Scarlett Sidwell is a UI/UX developer with a special interest in usability, and how these items effect our overall digital strategy. She is currently serving as a Digital Strategy Lead for Sogeti USA. Scarlett is passionate about creating the easiest and most intuitive end user experience possible on projects that are delivering impressive, innovative technology.
A self-proclaimed nerd, Brandon Carlson works for Lean TECHniques, Inc., an IT consultancy that helps teams deliver high-value, high-quality products to market. Since starting his career in 1995, Brandon has been blessed with nearly 20 years of experience to remind him how much more there is to learn. Passionate about elevating the performance of the IT industry, he has helped numerous organizations from startups to Fortune 100 companies improve their product development and delivery systems. Brandon’s current interests include behavioral psychology and professionalism in the world of software development. He can be reached on Twitter and pretty much everywhere else on the web as “bcarlso”
President and Founder of digital product development agency 352 Inc., Geoff Wilson is a tech entrepreneur, investor and mentor who found his passion for business at an early age. After starting a successful computer store in high school, Geoff began building websites in his college fraternity house room and 352 Inc. was born. 17 years later, his digital product development agency has grown to more than 85 employees with offices in Atlanta, Tampa and Gainesville, FL.
As 352 grew, Geoff began to focus on the powerful impact of lean and agile methodologies. Geoff implemented these principles into 352 by reorganizing the agency into cross-functional teams and turning managers into servant leaders. Free to focus on a single project at a time, his teams’ quality of work, productivity and morale dramatically increased. Good client relationships became great ones, and 352 began down a path of unprecedented growth. Geoff calls his management philosophy "Barely Manage to Lead" and speaks at conferences about how this approach can improve any type of business.
Geoff and his wife, Kim Wilson, also have built and sold a highly successful digital product, SocialNewsDesk. SocialNewsDesk is an online social media management platform for newsrooms, and is currently being used by 85% of the television newsrooms in the United States to manage their social presence. SocialNewsDesk was acquired in 2014 by a Fortune 500 company, Graham Holdings.
Geoff's success lead him to be named one of America’s Top 30 Young Entrepreneurs by INC Magazine, and the University of Florida Warrington College of Business’ Entrepreneur of the Year.
Scott Kubie is an independent designer and digital strategist from Des Moines, Iowa, USA. He uses writing, modeling, and editorial strategy to design products and services, and coaches teams on how to do the same. Scott is the co-organizer of World Information Architecture Day Des Moines and serves on the board of AIGA Iowa. Scott has spoken and led workshops at many great web events including Confab Intensive, The Information Architecture Summit, the Web Conference at Penn State, the University of Illinois Web Conference, MinneWebcon, and Midwest UX. He'd love to meet your pug and will have a sparkling water please, thank you.
Sean is an Enterprise Agile Coach with IHS Global. He has been involved with agile development for 8 years as a developer, product owner, and agile coach. Prior to his exposure to agile development Sean spent 13 years in the Canadian Army. In fact, Sean is known to point out that the Army is far more agile than most people think.
Todd Little is Vice President of Product Development for IHS, a leading global provider of information, analytics, and expertise.
He is a founding member and past President of the Agile Leadership Network. He has served on the Board of Directors of both the Agile Alliance and the Agile Leadership Network.
Todd is a co-author of the book “Stand Back and Deliver: Accelerating Business Agility,” Addison Wesley.
Business Analyst by trade, collaborative entrepreneur at heart; Leslie has over 15 years of experience in information technology, digital business strategy and consulting services. Her diverse experience across business and IT roles in startup, small business, and Fortune® 50 organizations allows her to quickly assimilate to new client situations and rapidly uncover ways to add value.
Leslie has Coached & Trained public & private sector entities across a variety of industries. She mostly coaches at the program level, assisting organizations with initiating their Lean|Agile transformations, and gets energy from delivering experiential training programs that span introductory classes for executives and teamlevel training to detailed handson workshops for requirements analysis.
Amy Lee is a Program Officer and Content Strategist at the Kettering Foundation, which studies how citizens, community, and institutions can work together to address wicked public problems. She initiated the foundation's partnership with Conteneo to develop an online deliberative decision making platform for citizens. She uses agile principles and Conteneo Collaboration practices to create shared learning and deep engagement both within Kettering and with their learning partners and stakeholders. Amy is passionate about using principles of game design to create ways of dealing with both public and organizational challenges that are more engaging, participatory, and useful. Her motto about harnessing the power of play to solve problems that are persistent brain-melters is, “Beats working.”
Cat leads technology projects at a large financial services company. She has served as a coach on several Lean Agile transformations and has experience applying lean principles in a traditional warehouse setting and in software development. Cat enjoys experimenting with new technologies and is passionate about increasing diversity in STEM.
Velocity is one of the most common metrics used-and one of the most commonly misused-on agile projects. Velocity is simply a measurement of speed in a given direction-the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.
In this session you'll hear how real software engineering teams have delivered exceptional value to their customers using Behavior Driven Development(BDD). We'll start by demystifying BDD. Then, we'll introduce you to best in class BDD tooling and explain BDD techniques your team can use to take collaboration to the next level. Come see Java and .NET examples applied to desktop, web, infrastructure and micro service contexts. Following our session, you'll have the knowledge you'll need to start incorporating BDD into your software engineering practices today.
You’ve made the switch to agile. You stopped doing comprehensive documentation and you have self directed teams that value emergent design right?. Then you notice that you forgot to give the architects something to do. Architecture is an activity that all teams need to perform and you might just have some experienced individuals around to help lead and guide them. In this presentation we will talk about what software architecture is, how teams accomplish it, and where the people traditionally called “architects” fit in an agile world.
So you’re on a team that “went agile” (whatever that means) and you’ve been using Scrum or Kanban or some other method for a while. But for some reason you’re either not seeing things get better, can’t get traction or the improvements have slowed down or stopped. And it seems every time a new change is suggested, there is an over focus on process and the people are forgotten as well as actually delivering something useful and maintainable. If this sounds like your situation, it may be due to the approach, not the method.
Here, Cat & Matt introduce Cadenced Flow, which is a principled approach for evolving teams no matter what methods they are using or how far along they are on their journey of becoming more lean or agile. Participants will learn the basic principles that drive team cadence and workflow and then cover practical approaches for improvement, such as how to define and measure work as well as how to coordinate and deliver product.
“We have mastered the agile principles and are thriving….wait our team members just changed and the business unit just reorganized! What do we do now?” Sound familiar? Often a team goes through training, becomes adjusted to the new way of working, and starts moving along well using agile principles to guide them through software development. This snapshot-in-time does not always last past one or two projects; then something affects the team—team members being added, leaving, moving to other teams; new management, new users. What should you do? How do you adjust? Should you consider training, role adjustments, look to team members to be accountable for knowledge transfer? Lisa provides insight to help you explore ways to address change, whether it is on your team or at the enterprise level, to assist in sustaining agile practices and momentum. She shares successes through personal experiences in a large, ever-changing organization.
You want to be Spotify because you saw those fancy videos about how awesome they are. The problem is, Spotify was built that way from the ground up and you need to undo years, or sometimes decades, of organizational debt to get there. The Agile community likes to say you must adopt the agile mindset or 'be more agile', but what the heck does that mean? In this session I'll show you how to figure out how to build a bridge from where you're at to where you want to get to.
Are you a product owner seeking to be more value-driven? Do you work with product owners who you would like to be more value-driven? Are you struggling with ways to make that happen? Do you like to play games? If so, come play the Product Owner Value Game and experience what value driven backlog refinement look like.
I had the opportunity to play the Product Owner Value Game created by Dajo Breddels and Paul Kuijten, at Agile2015 and wanted to share it with the Agile Iowa Community.
We’ll play the Product Owner Value Game, and then discuss what playing the game tells us about backlog refinement, sequencing and value based decisions.
That's right. The Real World. This is not a high level, philosophical lecture about the ideal implementation of UX. I will share real stories of how I've convinced project stakeholders and managers to take UX seriously, and integrate UX into their project lifecycle. This session will take an in depth look at field studies you can begin to implement at your place of business, tomorrow, including dos and don'ts, how to get participants, and how to be successful in the implementation of each field study.
A few years ago, Geoff Wilson was in a tough spot. His digital product development agency, 352 Inc., was growing quickly but was barely managing to keep up with the workload. Projects were disorganized. Employee morale was low. Customers were frustrated. Geoff needed to do something fast.
Geoff and his leadership team restructured the agency into cross-functional agile teams and turned managers into servant leaders. Teams were taught Lean Startup techniques and traditional processes were thrown out the window. The changes dramatically increased innovation, quality, customer satisfaction and employee morale - almost overnight.
Geoff will share his story and belief that every organization can achieve similar results when its leaders learn to barely manage at all.
Stop me if you've heard this one:
Q: What did the developer say to the users in the changelog? A: Minor bug fixes and enhancements.
Whoops, sorry, that's not a joke. It is unfortunately common, though. Far too often, changes in software and websites are communicated to users with a cavalier attitude — if it all. In this workshop, you'll learn why it's important to communicate clearly about change, why we often don't, and how to do it better.
Attendees will learn a three-step framework for communicating about change with users and customers. We'll also explore three advanced techniques to ease user concerns—and even turn them to your advantage—during substantial or controversial changes to your sites, apps, and services. We'll walk through design exercises that help us learn to think chronologically and contextually and communicate change with greater clarity.
You'll leave with a greater appreciation for how UI, UX, content, and copywriting interconnect in the delicate art of moving someone's digital cheese.
Great attention has been placed on transitioning organizations towards Agile values, principles and practices, but what are we doing today to ensure that these gains are sustainable well beyond our own tenure? How do we ensure that “Agile” values become a part of the identify of our organization, more than just a passing fad? Sean leverages his 13 years in the Canadian Army to translate lessons in building sustainable organizations – and along the way, questioning some common Agile practices.
This is about agile “anti-patterns”: “something that looks like a good idea, but which backfires badly when applied” (Coplien). Todd has been around agile development from before it was called agile. In that time, he’s seen teams fall into the trap of many of these anti-patterns, becoming stuck without ever realizing it. Frequently, this is due to a dogmatic understanding of what is right and wrong about Scrum and agile development. The first step to getting unstuck is to be able to detect these “sins”; I aim to expose teams to these common pitfalls and then also provide a vision for a virtuous path to take them to the Promised Land.
An Agile approach for delivering value means you’ve got to abandon the idea of “big design upfront.” That can be a scary proposition though, especially if you’re not familiar with how to apply analysis and design techniques within an Agile framework.
During Analysis Across Five Levels of Planning, you’ll learn about a planning model for progressive elaboration, The 5 Levels of Agile Planning, as well as proven analysis and design techniques that apply to each planning horizon.
We’ve all run into problems that were more than just complicated—no matter what you do, the problem shifts and there seems to be no perfect, or maybe even right, solution. Those are a special class of problem, called wicked problems, and they crop up in pretty much every field, from business to urban planning to public policy. The bad news is, wicked problems can’t truly ever be solved. The good news is, they can be addressed, or treated. Being able to address wicked problems in way that is both sound and legitimate is a practice that can save your team or organization lots of unexpected conflict and working at cross-purposes. Warning: it’s not just about generating buy-in and definitely not just getting to yes, but about surfacing crucial underlying tensions that have to be faced and worked through in order to take action that will be consistent with your organization’s identity, values, and mission. The Kettering Foundation’s Amy Lee specializes in wicked public problems, and has worked with Luke Hohmann of Conteneo to create a decision making structure that will allow your team or organization to frame and deliberate on any wicked problem, either in-person or online. Amy will be explaining both what wicked problems are how to address them, focusing on the tendency to try to avoid the tensions and hard choices that are an intrinsic to these kind of problems.
Traditional, schedule-based roadmaps got you down? Never feel like you’re getting any traction? Does a misaligned portfolio make prioritization nearly impossible? Consider a product-driven approach and stop using construction-oriented models and start using development-minded methods instead!
In this session, you will be provided the tools to begin crafting a comprehensive product-driven roadmap aligned to an investment-style portfolio. These tools will show how to include plans for development as well as organizational readiness activities and infrastructure impacts. Additionally, you will learn techniques to manage and measure the delivery of roadmap items as well as how communicate the new approach with your business partners. Your speakers will also share observations on common implementations and evolutions of these basic tools and common concerns associated with product-driven roadmaps.
|Schedule||Room A||Room B||Room C||Room D|
|8:00 - 9:00||Arrival and Registration|
|9:00 - 9:30||Opening - Announcements and Speaker Introductions|
|9:30 - 9:45||Break|
|9:45 - 10:45||
Culture Follows Structure
Lean Portfolio & Roadmap Planning
Cat Swetel & Matt Barcomb
Barely Manage to Lead: How Agile, Teams, and Iterative Thinking Transform Leadership
Behavior Driven Development Explained: Real World Examples
Cecil Williams and Todd Brunia
|10:45 - 11:00||Break|
|11:00 - 12:00||
Agile Metrics: Velocity is NOT the Goal
Analysis across Five Levels of Agile Planning
Building A Sustainable Agile Organization: A Leadership-Driven Approach
So What do We Do with the Architects?
|12:00 - 1:00||Lunch - Provided|
|1:00 - 2:00||
Evolving Teams Through Cadenced Flow
Cat Swetel & Matt Barcomb
UX in the Real World
How to Sustain Agile: Teams and Organizations
Test Automation: Yes, you need it. Yes, you're doing it Wrong
|2:00 - 2:15||Break|
|2:15 - 3:15||
7 Sins of Scrum and other Agile Anti-Patterns
The Product Owner Value Game
Wicked Problems, and How To
|3:15 - 5:00||Open Space|