1. Charles Chaplin was intimately involved in crafting every part of his movies. His development techniques and approach to story design challenged the popular film making techniques of his day. What are the similarities and differences between Chaplin's film making approach and how we create software? What insights can we gather from his work to help improve our own craft?

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  2. We spend a lot of time talking about how to better manage technical teams using processes, methods, prescriptions and other rules of thumb. We spend very little time talking about the largest and most important ingredient of any agile team - the team and people themselves. Drawing from ten years of experience leading and growing technical teams (from teams of 1-2 people to the organic growth of a technical team of over 100), my talk will focus around key skills and characteristics managers and team members need in order to succeed. Methodologies like Agile and Scrum are important, but nothing will fix a dysfunctional team. This talk will cover the following: - what is a team? - what does a good team look like? - hallmarks of a good team - how to lead a software or technical team

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  3. Running a software development company is sometimes simple and sometimes complicated. Most often it is really complex and from time to time - very chaotic. Basing on the Cynefin framework (deriving from Complex Adaptive Systems Theory) one can get some guidelines on how to aid decision making and not get lost in the process. Cynefin is a sense-making framework that describes complex systems (like projects or companies), situations in these systems and aids decision making. It was presented in ‘99 by Dave Snowden and has recently started to get recognition in agile community as it can be used to explain concepts of agility in a broader context. To make it worse (and more geeky) - Cynefin is pronounced in a very unintuitive way. During the talk I’ll present a few ideas that are rooted in agile concepts (inspection & adaption, collaboration, empowered team, etc.), that have been playtested in a real company and can be reused on any level of an organization (from a project team level up to the whole company as we did).

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  4. The story of how I accidentally because an associate/part-time lecturer (teaching Server Side Technologies) three days before term began and used agile practices to manage my lecturing work, my development as a lecturer and passed that knowledge on to my students to help with their learning.

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  5. Measure and Manage Flow is the third of the core principles of Kanban. It means that the members of the organisation are supposed to measure their progress and use the gathered information to improve their way of working. The most famous measurement tool for Kanban is the Cumulative Flow Diagram, but there are other usable approaches out there. During the last two years I tried out those different measurement approaches, and in my presentation I’m going to show you those which worked well for me. I’ll also cover how to manage your organisation by using the gathered data, e.g. how to use lead time for fine tuning the delivery process, how the current throughput affects the prioritization and how to spot aged items and what to do with them.

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Lean Agile Scotland 2012

Lean Agile Scotland PRO

Lean Agile Scotland conference vides from September 21st & 22nd 2012 at Dynamic Earth in Edinburgh. Topics include Kanban, People & Teams, Rightshifting, Software Craftsmanship, Cynefin, BDD, Continuous Delivery, TDD, Refactoring, A3, Hoshin Kanri, Agile


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Lean Agile Scotland conference vides from September 21st & 22nd 2012 at Dynamic Earth in Edinburgh. Topics include Kanban, People & Teams, Rightshifting, Software Craftsmanship, Cynefin, BDD, Continuous Delivery, TDD, Refactoring, A3, Hoshin Kanri, Agile Contracts

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