Agile was about optimizing development. Post-Agilism is from idea to production as fast and efficient as possible. We look now at the entire value stream.
The Post-Agile track at GOTO Amsterdam 2016 was about building the right product, releasing to production instead of releasing to the internal organization. Getting your ideas to the real users as fast as possible. Where the feedback comes from the real users.
Watch the videos and download the slides from the sessions in the Post-Agile track at GOTO Amsterdam 2016 below.
Beyond Budgeting – An Agile Management Model for New Business & People Realities
with Bjarte Bogsnes, VP at Statoil
- The problems with traditional management, including budgeting
- The Beyond Budgeting principles and companies on the journey
- The many similarities between Beyond Budgeting and Agile
- Statoil’s “Ambition to Action” model
- redefining performance – dynamic and relative with a holistic performance evaluation
- dynamic forecasting and resource allocation and no traditional budgets
- from calendar-driven to event-driven; a more self-regulating management model
- Implementation experiences and advice
Sense and Respond Instead of Plan and Predict
with Vikram Kapoor, CEO at Prowareness
In this session, Vikram Kapoor explains that software-driven companies are taking over the world because they are responsive organizations, built on ‘sense and respond’ instead of ‘plan and predict’.
Vikram states that a responsive enterprise is an organization which is able to easily learn and quickly respond without any delay to whatever happens. Becoming a responsive enterprise is not mere a choice. The only way to survive and deliver value is by being able to react fast, by being able to focus to changing demands of customers and business partners and by embracing the full potential of software. These lean and mean learning machines leverage technology to power the next revolution of the digital age.
Vikram argues that in the next decade every large scale organization will be digitized and will effectively become a software-driven enterprise. It will not be the largest of organizations that will survive, neither the most intelligent ones, but those who are most responsive to change.
Enterprise Just Got Entrepreneurial
with Barry O’Reilly, Entrepreneur, Business Advisor and Author of Lean Enterprise
The acceleration of change impacts technology, consumer expectations and economic models. The lifespan of companies is tumbling, from a 67 year average in the 1920s to 15 years today.
Are you responding? How? Organization wide transformation programs that loose momentum and slowly die? Innovation Labs that never produce or deliver? Training courses to certify teams in the next great method? Talking a lot of theory, yet showing next to no action. It’s time to stop doing the same things and expecting a different result.
The enterprises that will survive embrace the entrepreneurial mindset, culture and approach. Barry shares how he is helping Fortune 500 companies rekindle their innovative spirit to tackle uncertainty and win.
Work Smart, Not Hard: Tradeoffs & Techniques for Post Agile Teams
with Molly Dishman, Senior Consultant at ThoughtWorks
What does a team do after mastering agile? This talk is centered on the technical tradeoffs and choices teams face in order to progress from what is currently considered ‘agile’. The agile manifesto has helped many realize that there is a better way to work. However, this software development lifecycle was founded fifteen years ago. How does that influence decisions and determine outcomes today?
Today, teams are faced with a growing number of decisions and tradeoffs. When do you go to the cloud (and which cloud)? What levels of tests do you need? How do you continuously deliver software (and which tools)? Should we build a native, a responsive or some sort of hybrid-like application? The complexity and breadth of software decisions have skyrocketed.
This talk will focus on the aspect of how technical people need to change, though it will address development processes in general. First we’ll start with what to stop doing. Too many authors discuss what best practices are, but not enough cover what you’ll encounter as you pursue best practices. How do you know if you’re on the right track or if you are veering the wrong direction? Next we’ll consider how to and what to prioritize focusing primarily on technical choices. With the complexity of software development growing, you must ensure you are aware of the potential consequences when you make or postpone decisions. Finally we’ll talk about what lines need to be blurred. How do the many new technologies, techniques and frameworks that have been introduced since the manifesto fit into your organization? For example, how does “DevOps” fit? Overall, the goal is to help technical people understand how to move from today’s agile into something that works with the reality and complexity of today’s software development.
with Dan North, Agile Troublemaker, Developer and Originator of BDD
Some teams are orders of magnitude more effective than others. Kent Beck famously described himself as “not a great programmer, but a good programmer with great habits”. For the last few years Dan North has been working with, and observing, some very good teams with quite exceptional – and rather surprising – habits.
Are katas the best way to learn a new language? Is manual testing a waste of time? Is copy-and-paste always evil? Is the customer always right? In this talk Dan introduces the idea of delivery patterns – patterns of effective behaviour in delivery teams – and describes some of the more unusual but effective patterns he’s been collecting. These are not patterns for beginners, but then again, Dan argues that patterns aren’t for beginners anyway.