Doc is passionate about working with teams to improve delivery and building great organizations. 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. Working with a wide range of companies such as Groupon, Nationwide Insurance, and Belly, Doc has applied tenants of agile, lean, systems thinking, and host leadership to develop highly effective cultures and drastically improve their ability to deliver valuable software and products.
Jeff Patton helps companies adopt a way of working that’s focused on building great products, not just building stuff faster. Jeff blends a mixture of Agile thinking, Lean and Lean Startup Thinking, and UX Design and Design Thinking to end up with a holistic product-centric way of working. Jeff is author of the bestselling O’Reilly book User Story Mapping which describes a simple holistic approach to using stories in Agile development without losing sight of the big picture. You can learn more about Jeff at: jpattonassociates.com.
Dustin Thostenson is an independent consultant, leading Delta3Consulting. He has been a developer, mentor, trainer and agile coach for almost 2 decades. His passion lies in helping people grow and teams deliver. To keep it interesting he helps lead the Iowa .NET User Group and volunteers in Central Iowa. To keep it real he spends time with his wife and 4 kids. To keep it random he tweets @dustinson
Luke Amdor is a Principal Staff Engineer at Banno / Jack Henry and Associates where he
leads the Infrastructure team. Banno began as a startup many years ago entering the financial
technology services space. Three and a half years ago, this small Iowa start-up was acquired
by Jack Henry and Associates, a S&P 400 publicly traded company with over 5,000 employees.
Banno has continued to grow and thrive to be a remote-first business unit over almost 150
He's a person of many hats: having been an agile developer for 10+ years, he now focuses more on the infrastructure side of the world and figuring out how to empower development teams to deliver their best. He's currently interested in the Kubernetes ecosystem and cloud native technologies.
Several years ago, Diane traded a career in corporate America for a life of coaching and she has never looked back. She now uses her 13 years of experience to help groups, from Fortune 50 companies to the U.S. Government, transform their people into high-performing teams. Drawing from kanban, systems thinking and psychology, Diane teaches teams to practically apply an agile mindset, and in the process, find joy in their work again.
As a frequent conference presenter, Diane enjoys connecting with others who share her passion for continuous learning. She’s been involved behind the scenes at Agile 2014-2016 and returns for Agile 2017 as the People Program Chair. Her alter ego makes her thoughts transparent at http://agilesquirrel.blogspot.com/.
Dave Saboe is an author, podcaster, and Enterprise Agile Coach at Capital One. He is passionate about helping individuals, teams, and organizations do the best work of their lives. To start his Agile journey, Dave was part of a team that helped his line of business in Capital One start their evolution toward an Agile way of working and is now responsible for the coaching strategy for his group.
Audrey Boydston is a Lean-Agile Coach with Capital One and SAFe Trainer. She is passionate about teaching the value Agile delivers and mentoring Scrum and Kanban teams as they move along their Agile journey. Before coming to Agile, Audrey was in project delivery and operations management for two decades and led multiple organizational levels in continuous improvement.
Existing in the shadow world between developers, architecture, and management, Ryan Bergman wages a constant battle against technical debt, feature bloat and unshaven yaks. He has worked as a professional programmer, architect, and technical product owner for the past 18 years in the Des Moines area.
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.leandog.com or on twitter as @mattbarcomb
Kevin Reiter has been with Geonetric since 2008 as a Scrum master and Agile Coach. He helped lead Geonetric’s company-wide Agile transition in 2012-2013 when they took the foundations of Scrum in their software teams, and adapted Agile practices to work for every team in the company. He has experience coaching teams of varying disciplines, including Sales and Marketing, Design, IT, Operations, and Project Management. In his world at Geonetric, there is no traditional management hierarchy. Because of this, Kevin spends much of his time helping teams and individuals understand both the business and human implications of the decisions they must make. Kevin has spoken on aspects of the Geonetric transition story, as well as most things Agile, in the Cedar Rapids community. A CSM and CSPO, Kevin is also an Adjunct Professor at Kirkwood Community College and Upper Iowa University, teaching Business, Management, Corporate Finance and Math courses. Kevin has his BS in Management Information Systems from Northern Iowa and his MBA from the University of Iowa.
Akrem would describe himself as a “technologist” interested in the different facets of software delivery. Those facets include writing code, automating infrastructure, continuous integration, continuous delivery, agile practices, and figuring out what makes high-performing teams come into existence from a collection of individuals. Like many developers, he got his first taste of professional programming with PHP and Java and the latter still has a special place in his heart even after branching into C#, Scala, Groovy and Python. His latest adventures are in AWS-land wearing the DevOps hat. Akrem currently plies his trade with Source Allies, Inc out of Urbandale, IA which is dedicated to helping its partners grow and become more productive through creative and open technology solutions.
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”
Chad Holdorf is Director of Product Management at the #2 most innovative company and the #8 best place place to work according to Forbes magazine: Salesforce. Chad leads a team of product managers focused on building the platform, tools, and services that power the core of the Salesforce product. In his three years at Salesforce, Chad has released a JIRA competitor called Salesforce Agile Accelerator, managed the test framework used by 2000+ developers, and led the effort to build a microservices testing framework.
Originally from Des Moines, Iowa, and now based out of San Francisco, Chad has previously worked at John Deere as a Developer, Program Manager, Release Manager, and best of all, an Agile Coach. You may have also run into him at Jordan Creek Mall where he helped his wife with her cupcake business, LiveLoveBake.com. Chad is excited to be back in Iowa and can’t wait to have some sweet corn and steak!
Nate has worked professionally in the IT industry for nearly 20 years developing software and mentoring and leading teams in a wide range of environments from small companies with dozens of employees to large global enterprises with over 20,000 employees. Nate currently brings this experience with him to NewBoCo in Cedar Rapids as he helps with their mission to make the Iowa Corridor an awesome place to work in tech.
As a software developer, Nate has written code and developed architecture for all aspects of systems from the UI through the middleware and to the back-end. Nate has also given many talks for user groups in the midwest on a broad range of technology topics.
As an agile enthusiast and coach, Nate has developed and coached agile teams using a broad array of methodologies. Nate has taught the Intro to Agile course at the University of Iowa Tippie College of Business as well as an agile certificate through Kirkwood Community College.
Tadd Hatch has spent the last 12 years leading and participating in software development teams that develop the core software systems in use at Iowa Student Loan and Aspire Resources Inc. Tadd’s focus has been on delivering value within the project and prioritizing resources and features. He is the product manager for all aspects of private student loan product lines. Tadd leads and works with teams devoted to compliance, finance, marketing and software development. Prior to joining Iowa Student Loan, Tadd was a golf professional. He received a bachelor’s degree in business administration from Truman State University and a master’s in business administration from Iowa State University.
As the founder of KupeTalks and Atlanta Engagement Director, Market Rate Consulting, Kupe’s main objective is to help you connect, collaborate, and be ready for the future. For the past 20 years Kupe has been helping organizations achieve business value with an improvisational advantage.
Kupe is an author, keynote speaker, coach and a trained improv actor. Some think Broccoli & Cheetos is an odd combination, but you will be delighted with Kupe’s combination of laughter and learning. Kupe is a connector and has a goal in life to meet everyone! So, drop what you’re doing and connect with him on LinkedIn now. Why are you still reading this…connect with Kupe?! Video (4 min)
Passionately focused on the facilitation of high-performance software development environments, Tricia Broderick has more than seventeen years of experience in software development. Her leadership, training and coaching at all levels of an organization, helped lay the groundwork to shift teams from one-year product cycles to feasible daily delivery of high-quality software and services. With this first-hand experience, she openly shares stories and examples to inspire people to reach new heights through continuous reflection and growth. As a coach within the Agile For All team, she is dedicated to making a difference in software development cultures. Prior to joining Agile For All, she successfully performed a variety of leadership roles, such as Director of Development and Manager of Agile Project Management. Tricia is an exceptional leader, coach, mentor, facilitator, trainer, and popular speaker at national conferences.
Much of what we've learned about management and motivation isn't necessarily wrong, it's just inappropriate and ineffective for knowledge work. Knowledge work requires creativity and adaptability. To create a truly impactful knowledge work environment, you need to use appropriate leadership styles and create an environment that allows people to achieve their highest potential. Doc takes a look at types of work, the management styles that work best for them, and the qualities necessary to create a high-performing creative culture.
Common Agile practice leaves out a critical piece of work. This talk is about how teams are working to put it back.
If Agile development is working in your organization, you’ve probably seen that you can get pretty high quality software out predictably – every two weeks or so. But, you’ve probably noticed that choosing exactly what to build is a problem. And, that even when the choice gets made, you often still end up building software that doesn’t get used.
Some organizations, maybe yours, have started to include discovery approaches. Processes like Lean Startup, Lean UX, and Design Thinking help us identify problems and solutions, and then test them before fully investing in them. But, “discovery” can be relegated to the phase ahead of development that everyone is waiting for and that only a few people get to participate in.
Learn how contemporary teams combine both discovery and delivery work within the same team. Jeff will share concepts and examples of teams making this messy process work.
The growing emphasis on "Individuals and Interactions" yields tremendous rewards, but not without risk. Teams who work together increasingly find themselves in situations where they NEED to have sensitive and high risk conversations, but don't always know how to approach those discussions.
Everyone knows about some of the biggest challenges that face a team. They are also aware of the many ways the corrective conversation that can go awry.
These conversations are often indefinitely delayed. Opportunities for growth are missed and resentment grows.
Attend this session to learn how to be the agent of change your team needs with techniques and practices to help you master crucial conversations.
That big "P" word: Production. That new piece of shiny code you just wrote with a hundred percent test coverage goes ka-put once it's deployed.
What's broken, and why? Sometimes the errors are a little more subtle, lying and growing there until
you reach the right conditions. Either way, when users experience problems, it's not good.
Maybe we need to check our assumptions a bit and figure out how to lower the risk if things go sideways. We'll go over my experience in a highly regulated industry to apply the OODA loop, continuous delivery, ownership, observability, and others to embrace failure to lower risk of production incidents.
use·less: not fulfilling or not expected to achieve the intended purpose or desired outcome.
[Synonyms: futile, to no avail, (in) vain, pointless, to no purpose, hopeless, ineffectual, ineffective, to no effect, fruitless, unprofitable, profitless, unproductive]
If you want to stop building useless software, then you have to start understanding your customers. Unfortunately there’s no magic trick for reading their minds. But there is a simple technique that can help you gain insights and build empathy for them.
Empathy mapping is a simple activity for your team, stakeholders and anyone else who is responsible for delivering products and services. It allows you to collectively explore what your customers see, hear, say & do, as well as consider what they think and feel. This leads to insights about their pain and potential wants which are the keys to building more useful software.
In this session, Diane guides you through building an empathy map, showing you how to use silent brainstorming to encourage everyone to contribute. You will see, first-hand, how easy it is to work collaboratively to create a shared understanding of the customer. And that is the first step to start building software that customers find useful.
How does your team deal with stress and change? Does it cause them to fall apart, or are they able to adapt? What if you were able to create a team that is antifragile; one that actually grows stronger through experiencing stress and change? Antifragile is the opposite of fragile. Antifragile teams go beyond resilience and use those stressors and uncertainty to further develop and flourish. The move toward antifragility creates a learning culture and has a positive impact on business outcomes. In this session, we will explore the difference between fragile, robust, and antifragile teams and how to move your team toward antifragility. You’ll understand how to diagnose the current state of your team by observing key behaviors and responses to change. You’ll also discover approaches that you can use on your teams, regardless of where they are now, to make them more robust and even antifragile.
Once upon a time a developer had a monolith with problems and said "I know, I'll use microservices"; Now they have 20 applications with problems. In this talk we will discuss applications of all sizes (without size shaming). How can we find the right size for our services? What are the strengths and weaknesses of monoliths vs microservices? How can we identify our dependencies and make data driven choices for our architecture? While this is a mostly technical talk, we will be looking more at diagrams than code. Everyone is welcome!
You work in an organization that struggles to prioritize work.
There are too many handoffs to get things done.
Issues snowball downhill, impacting what teams deliver.
You feel blocked by issues above your paygrade.
Come join Matt Barcomb as he introduces Strategy Deployment, Portfolio Planning, and Organization Design. He will explore how these topics are interrelated, as well as their typical organizational impacts.
Attendees will leave equipped with practices to sense these impacts and build the business cases needed to influence senior leadership—no matter where you may fall in the soul-crushing hierarchy of your organization.
When Geonetric decided to take Agile Beyond Software in 2012, they also decided to take out their traditional management hierarchy. As you might imagine, this solved some problems and created a lot of new ones! Come learn about the Geonetric transition story, the assumptions they made when deciding to take it on, and the lessons they learned along the way.
When I first saw the infamous Deloitte Agile Landscape diagram, I wondered how did agile get so complicated. The second thought was a question: ‘how can I inspect those techniques and practices and choose the right ones for my team?’.
In this session, I’ll talk about how empirical data (which I’m calling agile numbers) can serve as signposts on our journey to reach the goal of delivering customer value faster with maximum reliability and minimum issues. I’ll show how agile numbers can help us determine if a practice is worth the investment and whether it will improve our team’s performance. I will also share examples of agile numbers that can assist you in your agile journey. Those numbers are pulled from different sources like scientific studies, research from Google, and the 2017 State of DevOps Report.
Product Managers are the CEO of the company, and they can make or break the company. However, most times we are not the CEO of the company, but we are the “owner” of some part of the overall product the customer uses. But what does the mini CEO do? What should we focus on each day? What are the skills we need to become closer to the CEO?
Follow Chad on his journey as an Agile Coach, being the co-owner and co-manager of his wife’s cupcake business, and leading a team of product owners at at Salesforce. Chad will share how each of these roles have all helped him understand the role of a Product Manager much better and how to succeed at it. Pick up top three habits you can do each day to stay on top of your PO game, the top four skills you should have or work toward, and the metrics you should track as the “owner” of your product.
The human brain is really good at lots of things, but living and making decisions in our modern world typically isn't one of them. Learn about some of the ways our brain works less than optimally in decision making scenarios and how to stack the deck in favor of not totally messing things up.
After exploring some of these concepts (they're features, not bugs, am I right?) we'll talk about why thinking in increments and iterations, and using empirical decision making can help us be more awesome.
Jimmy Buffett taught us about the sadness of being a pirate, 200 hundred years too late. But, what if everything that pirate does now is the same as what we do in our agile software development world? Take journey through 15+ years of building software, smuggling and other generally pirate-y things. See the things that have worked and did not work in those years and how a group of people have settled into a comfort zone in and out of agile ideas.
To accomplish anything, you need the help of others and others need your help. Successful teams have members that are continually improving how they interact and communicate with each other. Collaboration, creativity, influence, and results grow out of an environment that is positive and affirming.
In this highly interactive and fun session, Kupe, an improvisational actor, focuses on key improvisation lessons that will help you be a more attentive and flexible team member. You will walk away with lessons to help you improve the following skills – communication, collaboration, relationship building, negotiating, influencing, critical thinking, leadership. And your ability to gain buy-in, earn trust, and to make high velocity, quality decisions. The Improv Advantage will help you and your team go the extra mile and separate from the rest!
In his book, To Sell is Human, Daniel Pink highlights improvisation as a critical skill for everyone. With Kupe’s improv, IT and business background, he will be able to help you directly apply these skills on the job. Improv to Improve.
Have you ever been skeptical about something until you tried it? That is a pretty common reaction, yet, we seem to forget this when we are leading others. Tricia Broderick says that most people attempt to lecture others or simply state things like “you’re now empowered”; yet, rarely get the intended results. Join Tricia to engage first-hand in the power of using exercises to experience a key value/message. Dissect and explore interactive exercises to gain insights into self-organization, empowerment, communication, wisdom of the crowd, vulnerability, and responding to change. Leave with higher expectations and tools for helping people directly experience the power behind Agile.
|Schedule||Room 302/303||Room 304/305||Room 306/307||Room 308/309|
|8:00 - 9:00||Check-in and Breakfast (Provided)|
|9:00 - 9:30||Opening - Announcements, Speaker Introductions - Ballroom A|
|9:30 - 9:45||Break|
|9:45 - 10:45|
|10:45 - 11:00||Break|
|11:00 - 12:00|
|12:00 - 1:00||Lunch - Ballroom A (Provided)|
|1:00 - 2:00|
|2:00 - 2:15||Break|
|2:15 - 3:15|
|3:15 - 5:00||Networking, Drinks and Tapas|