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Agile and DevOps are both common buzzwords and lots of organizations are “doing” them. Implementing frameworks such as Scrum/Kanban sometimes can make changes within an area of the company, but instituting DevOps essentials such as continuous integration, continuous deployment, and continuous monitoring often require greater collaboration across teams in companies with functional structures. Find out how implementing Agile and DevOps practices at your organization can cause changes in mindsets, people, processes and tools, often leading to real organizational change and improved agility. After attending, listeners will leave with an understanding of the journeys we have seen to get there and the key drivers for a successful transformation. Heidi Araya, BrightLogic, Agile Leader Heidi is an Agile Coach and Trainer who has been working with remote teams since 1999. She aims to show teams and enterprises the value of a cohesive vision and mission, systems thinking, and self-organizing teams. An active member of the Agile community, she trains and speaks at events and conferences worldwide. With over 20 years of experience in software & technology in roles ranging from Agile Coach, Scrum Master, Product Owner, Project Manager, and Business Analyst, she brings her diverse background to develop companies improve business processes and create teams that deliver value to customers. Heidi is currently Agile Leader at PhishMe, Inc., the leading provider of threat management software for organizations concerned about human susceptibility to advanced targeted attacks. https://www.linkedin.com/in/heidiaraya/ https://twitter.com/HeidiAraya ; Esteban Garcia, Nebbia Technology, Infrastructure Architect Esteban Garcia is the Founder and Chief Technologist of Nebbia Technology, a DevOps consulting and Azure-powered technology company. With almost 20 years of experience building enterprise software, Esteban has a passion for application lifecycle management, Azure, and DevOps best practices. He mentors, trains, and works closely with teams to help them implement automation and get the most out of their tools and processes. Esteban enjoys working with the software community, is the president of the Orlando .NET user group, and has been designated as a Microsoft Visual Studio ALM MVP. Read his blog at ALMGuide.com.

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Presenter: Anne Hungate President, Daring Systems You’ve heard about Continuous Integration and Continuous Delivery but what’s common as code makes its way through those processes? Testing. With DevOps Testing (also known as Continuous Testing), testing tasks are engineered to be continuously completed end-to-end across the entire development to deployment pipeline. Developers, QA analysts, security professionals, IT Operations analysts…everyone is a tester in a DevOps environment. Join us to learn more about DevOps Testing and the emerging role of DevOps Test Engineer.

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Our purpose is to drive growth for our Clients through team-enabled, product innovation in the digital domain We bring together a Triple-Team of Experts® in a powerful process called the Innovation Furnace® where we create complete digital strategies and product concepts that are ready for immediate development and testing Our clients’ business needs are urgent, and we surge to deliver up to 1-year ’s work in 60-days or less We guarantee results or money back

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In today’s digital economy, consumers expect to buy everything online, even a purchase as significant as a car. Cox Automotive, parent company to brands including Autotrader and Kelley Blue Book, has more than 40,000 auto dealer clients across five continents, and is enabling them to keep up with consumer behavior and insights by implementing an enterprise wide experimentation program. Cox is bridging the gap between consumers, manufacturers, dealers, and lenders at every stage of the automotive experience. In this session, you’ll hear how this multi-brand, international, matrixed organization has built an enterprise experimentation program that is flexible enough to adapt to various business models and modern-day demands for speed while maintaining testing best practices, r

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Инновации и изменения — вызов номер один для современной организации. Не сколько, потому что организации должный управлять изменениями в процессе перехода от аналогового прошлого к цифровому будущему, сколько потому что им нужно осуществить сдвиг парадигмы в сторону отказа от нацеленности на выполнение и поставку и сосредоточения на инновациях и открытиях. Всё большую значимость приобретает интеллектуальный труд в смысле применения уже имеющихся и, что еще более важно, получения новых знаний. Системы Discovery Kanban — это специальная разновидность систем канбан, которая предназначена для организации процессов интеллектуального труда, выступающих в качестве главного катализатора инноваций и изменений. Примеры систем Discovery Kanban: Upstream Kanban (управление входящими процессами), Experiment Kanban (обоснованное обучение) и Observation Kanban (принятие стратегических решений). В данной презентации мы расскажем о каждой из систем Discovery Kanban, обратим внимание на сходства и различия между Discovery Kanban и Delivery Kanban, укажем место этих систем в цикле открытий и объясним, почему они должны стать чем-то большим, чем просто стикерами на доске.

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It is quite possible that you are spending a considerable amount of your time as a QA manager making sense of the multitude of metrics reported by your teams, connecting the facts, understanding the underlying reality, and articulating it to your peers and leadership. Still, others in the organization may not interpret the message correctly, rendering most of your efforts futile. Nirav Patel and Sutharson Veeravalli share insights to help you resolve this challenge through a composite measure called Quality Index. By aligning metrics to business outcomes and using Quality Index as a tool of articulation, disparate interpretation of data can be eliminated and a cohesive message delivered to stakeholders. Learn how QA can acquire a voice across the senior forums by articulating succinct, contextual, and actionable information to speed up executive decisions in the course of programs and projects.

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To be able to effectively and sustainably test in Agile projects the test activities must be properly integrated in the Agile approach. To be efficient and effective automation is essential. In this webinar Rik will cover subjects like Footholds for testing from the Manifesto, the role of Product Owner, Scrum Master and Agile team members, Test Strategy and Test Levels (e.g. E2E-testing), TMap & ISTQB (Agile Extension) and DevOps. Key Takeaways: 1) Be adaptive 2) Use a risk-based approach 3) Testing activities must be automated as much as possible www.eurostarconferences,com http://testhuddle.com/resource/integrate-test-activities-in-agile/

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It’s the same argument again and again. One side says “team members should all be able to do everything, and the programmers should do their testing and all testers should be writing code”. The other side says “No, that can’t possibly work – programmers don’t know how to test, they don’t have the right mindset”. And on and on it goes. http://huddle.eurostarsoftwaretesting.com/resource/webinar/need-testers-agile-teams/

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Avanza is a tech company with bank licence (you can call them a bank) here in Stockholm. A few years back they started their journey from a traditional silos based organization to a cross functional product organization organized around the customer journey - IT, Product, Marketing and Operations working as one. Here we want to share their story with you that we also had the pleasure to be a small part of. Background “Avanza's development organization has grown from 7 to 16 teams during the last 4 years. Great fun, of course, but it also required some prerequisites. In the fall of 2016, our lead times increased significantly, we had many cross-dependencies between the teams; and, we began to see early signs that our team's motivation was suffering. We were not sure why this was because we had been working in an agile way for over 10 years. We needed to take the next step. During the past year we have learned a great deal. Based on that, we have created a new team structure that follows our customer's journey and value streams. This new structure includes 16 autonomous teams with end-to-end responsibilities, with clear missions; and, that are linked to our vision. The teams also have responsibility for all channels and have the skills required to deliver on their missions.” The Avanza product organization is about 200 people (IT/Product/Marketing/Operations) RESULTS - Decreased Time to Market, from 5,9 teams involved in a delivery to 1,2 in average - Increased Strategic Flexibility, Team Missions connected to Customer Journey and - Feature Teams enable strategic and tactical adjustments along the way - Happy & Empowered Employees - Teams feeling like a startup. Owns the budget, learning about customer needs, delivering on all touch points and optimizing towards the business strategy. - Happier Stakeholders - Involved with the teams work & understand the structure of the org Want to find out how you can do the same? Reach out to Dandy People.

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