In my latest ten years, working as an IT consultant in the area of enterprise architecture, I got more and more questions about combination of the agile software engineering (not just only development) and the enterprise architecture which comprises business and software architecture. Especially for the big organizations it is a challenging topic due to their internal culture and structure that doesn’t really suit to the values and principles of “being agile” as defined by the Agile Manifesto.
The main idea of the agile software engineering, besides the responsive, incremental and iterative development process, is to work in a vertical and not horizontal way. Only vertical work, defined e.g. in a form of a user story, can deliver business value as expected by the stakeholders. However this 90 degree turn in the way you work is the biggest problem especially in case of a big organization. It requires involvement of much more departments that work together in parallel comparing to the classical horizontal work with defined layers and responsibilities. This vertical work simply drill down your whole system thus affect many areas, especially architecture, which in this context has also to be agile, means that you have to think about agile architecture as a process of building a software system as well as a structure of it.
You can find plenty books about architecture. Most of them describe what architecture is and why you should architect it (yes, it sounds a little bit strange but you actually architect architecture). However there is just few books that say how to do it. That is exactly what this talk is about. This “HOW to architect agile architecture”, based on my experience and examples from my current project where I work as a lead architect in one of the biggest insurance companies in Germany.
There are plenty of resources about tools and techniques of agile management but HR elements are somehow missing. I can share my experience in managing a star - a talented person who is not easy to work with. I will describe three case studies - each with lessons learnt (two will be about improvement and one will be a positive example of star, let's say: a perfect employee). I will suggest how to customize feedback so it works well for the star.
I will encourage audience to be more sensitive to the human factor and shortly describe MBTI tool that will help them better understand how team members differ from each other and how we can make the most of it.
Let's challenge some of the commonly accepted patterns. High degree of autonomy doesn't turn into anarchy but rather help to keep intrinsic motivation high. Participatory leadership means that every team member is a leader yet it doesn't mean competition. Decisions making process has nothing to do with power structures. Culture is paramount and it goes ahead of technical skills. Collaboration is ultimately the factor the whole team optimizes their work for.
Product Management is an art of balancing customer needs with creating business value. Unfortunately; many of the tools and values we have as Product Managers do not focus on building products our customers need; but building what we "think" they will want. In this talk; we'll look at traditional Product Management; and see how we can adapt Lean processes into the role to create better products for our customers. We'll rethink our most common tools to better suit a customer focused approach; with plenty of example and real life stories.