08.50 Chairman’s Opening Remarks

Becoming Agile: Gaining Buy-In And Adopting Across The Whole Business

09.00 A Changing Culture: How to Ensure Buy In and Support For Agile From Development to Management

• Viewing agile as a shared process and tackling the hurdles of getting company wide buy in
  • The Corporate Conundrum – Control over Agility
  • Integrating Agile into the Corporate Project and Governance Model
  • Scaling Agile for large Projects
  • Agile Project Management
• Ensuring a commitment to change from across your organisation and ensuring buy in from senior management and the quality and testing departments
  • Case Study of the Napp Implementation and how we got buy in

Steve Messenger
Software Engineering Manager
Mundipharma IT Services Ltd (MITS) and Chairman of the DSDM Consortium

09.40 Forward Reasoning or Learning from the Past: Using the Agile Manifesto

• User participation as a key factor for success in terms of:
  • Product quality
  • Serving the business
  • Acceptance of solutions
• How to do agile, when and with whom

Arie van Bennekum
co-Author
The Agile Manifesto

11.00 Agile Practices Proven in High Assurance and Highly Regulated Environments

• Industry myths
• Agile proven in healthcare
• An agile high assurance lifecycle framework
• Agile in the Field
• Quality management strategy

Tamara Nation
Agile Product & Practice Coach
Rally Software

CASE STUDIES IN FOCUS: PRACTICAL LESSONS WHEN BECOMING AGILE

11.40 CASE STUDY: A successful agile project from Conception to Completion

• Why Agile? Discussing the main reasons for changing the approach to software development
• Choosing the agile techniques for the project
• Addressing the regulatory challenges of developing a medical device with respect to software development
• Pitfalls encountered
• Key lessons learnt and approach for future projects

Robert Harrison
Certified Scrum Master and Neurological Software Manager
Renishaw

12.20 An agile approach to managing large, time-boxed and distributed projects

• Successfully working with cross-site SCRUM teams
• The value of the "MVP"
• The value of "Done done"
• Communicating project progress to all project stakeholders

Conrad Dirckx
Senior Manager Software Engineering
Siemens

14.00 Napp Pharmaceuticals and Cardiff University: An Agile Team

• Why we chose an agile approach
• How we managed the agile approach
  • Collaboration & communication across Cambridge and Cardiff
  • Iterative Development, building incrementally from firm foundations
  • Focusing on the business need and delivering on time
  • Never compromising on quality and demonstrating control
• Establishing the firm foundations from which the site was built upon
• Gathering the requirements (user stories)
• Incrementally building the site
• The experience of adopting an agile approach; from the business perspective

14.40 The Agile Project Management Office – from Process Police to Advisor: Guidance from the lessons learnt within the DSDM community

Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. Often the PMO is caught between the projects and the overall organisation, with demands coming from both sides. The PMO will be interested in getting the best for the organisation while ensuring the most important projects receive a key focus to ensure maximum success.

• Brief outline of DSDM (Dynamic Systems Development Method) - co-signatory of the Agile Manifesto
• Introducing and running agile project management offices - levels of reporting, documentation, auditing, standards, DSDM guidance for PMOs, assurance, risk and issue management, change management, transition support, resourcing, financial tracking etc.

Julia Godwin
Director of DSDM
Be Consulting

15.40 AGILE CLINIC – Interactive Q&A and Help Session

The aim of this interactive session is to identify the pitfalls and challenges of incorporating agile into projects and come up with the best strategies to minimize their effects. Discuss as a group or one-to-one, between peers and speakers, your own concerns and hurdles with agile methodologies

• Why bother with agile at all?
• Waterfall method vs. hybrid models vs. fully agile
• Step-by-step incorporation of agile methods

16.40 Integrating Hardware and Software Development in an Agile Project

• Overcoming the challenges inflexibility of variable sprint times between hardware and software development
• Hardware has much longer sprints and is not that flexible compared to software
• Effective time management to align sprints between hardware and software development
• Examples and experiences of successful time management

Nancy Van Shoenderwoert
Consultant
Lean Agile Partners

16.50 Chairman’s Summary and Close of Day 1