Jurgen Appelo offers concrete games, tools, and practices so you can introduce better management, with fewer managers.

Jurgen calls himself a creative networker. But sometimes he's a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch guy.

Since 2008 Jurgen writes a popular blog at www.noop.nl, covering the creative economy, agile management, and personal development. He is the author of the book Management 3.0, which describes the role of the manager in agile organizations. And he wrote the little book How to Change the World, which describes a supermodel for change management.

Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world.

Management 3.0 WORKOUT

Management 3.0 Workout is about concrete management advice. Practical things that people can do next Monday morning, in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the organization. Because, management is too important to leave to the managers. The whole organization should participate in the workout.

How can we measure team performance?
How can we decide on salaries and bonuses?
How can we define career paths?
How can we replace performance appraisals?
How can we motivate our workers?

Managers are expected to be “servant leaders” and “systems thinkers”. With Management 3.0 Workout you will learn how you can have better management with fewer managers.

A professionally trained (EMBA, PRINCE2, Agile, Product Management) manager experienced in both established and start-up businesses. Successfully lead teams up to 80 individuals in IT and software development companies. Build up from scratch or improve the processes of the software development, product or project portfolio management, social architecture of teams. Deliver national level e-Government projects. Actively contribute to project management and Agile communities.

100 Legacy Systems VS 30 Agile Developers. Who wins?

Real life case study about the Agile adoption in telecommunications service provider company (TEO LT) and different organizational patterns, tried for the Agile software development unit.

Aurimas Adomavicius was born in Lithuania to a couple of parents that could not be more different from each other. Aurimas’ mother, a creative at heart, is a drawing and sculpture teacher that used to drag Aurimas along to drawing excursions with students twice his age. His father, a rocket scientist who still teaches atom energetics at Kaunas Technology University, assembled the first computer for Aurimas when he turned six. Aurimas and his partners founded Devbridge Group in 2008 based on the beliefs that software should go hand in hand with intuitive and elegant User Experience. In six years, Devbridge has grown to an engineering powerhouse with more than 100 employees between its three offices in Chicago, Kaunas, and Vilnius. The team produces more than 100,000 engineering hours annually, which are spent designing and developing innovative enterprise solutions for clients in manufacturing, healthcare, financial services and franchising. With over 80% annual growth, Devbridge Group has received recognition from myriad publications and associations during this time, such as the AVA Digital Awards, the Marcom Awards, The Webby Awards, IMA, the Inc. 5000 and AIGA.

Agile for Fixed Bid Projects - It is Possible

Agile project management is very common amongst internal teams that work on software products. These projects are typically managed using time and materials basis with a roadmap that spans 1+ year. Our talk focuses on using Agile in a technology consultancy environment, where clients are wary of time and materials expenses and require fixed bid projects. We will discuss how project management process changes with the size of the organization and how Agile can be used to successfully deliver fixed bid projects.

Part 1 - Structure of Company
- Idea size for a digital consultancy
- Process change through growth

Part 2 - Process
- Problems agile does not solve
- Sales process and client education
- Estimation techniques
- Team model
- Process details
- Culture management

Part 3 - Organizational Tips and Challenges
- pipeline management
- project performance management
- tools

Krzysztof Malus - expert in project & programme management, for 19 years manages projects in practice in telecommunication, IT, and in public administration. Approved Trainer in Agile PM, PRINCE2, MSP and P3O. Certified Project & Programme Manager. Co-author of Polish version of PRINCE2 and P3O core publications. Leads many meetings on project management across Europe.

To agile or not to agile? That is a question for traditional project managers

There are huge expectations from Agile approaches. Agile is expected to resolve all the problems we face when using traditional project methods. What is more, it is described as a very easy to use, almost without any effort to embed it in an organization. We simply reject the traditional "waterfall" approach to project management and introduce Agile. Some people promise that you don’t need anything more if you start using Agile. The speaker will highlight all myths and facts about Agile and guide the audience through organizational governance of business change with the portfolio, programme, team and delivery management. Agile is a part of organization governance and there is a room for both Agile and traditional project management. There is no conflict between traditional and Agile approaches - they do support each other! The principles of AgilePM will be shortly presented together with good and bad examples of applying Agile to the projects.

Zuzi has over 14 years of commercial experiences in IT, beginning as a software designer/engineer and moving up into project management, program management, and into executive management at a company provides SW services for international customers (USA, Germany, Austria, Great Britain, …) that operating in mission critical and life critical sectors – i.e. air traffic control management systems, extensive healthcare applications, and public safety systems. She started with Agile and Scrum back in 2005, where she was involved in implementing the Agile methods at Medtronic, USA. From that time, she was responsible for Agile transformation and implementation of Agile and Scrum to many companies and teams. She works as Agile coach, consultant and trainer for both large and small organizations. She is regular speaker at Agile international conferences. She is also a founder of the Agile Association (Agilni Asociace, agilniasociace.cz) Czech Republic, organizing the Agile Czech community and annual Agile Prague Conference (agileprague.com). She is regular speaker at international conferences.

Mastering Retrospective

When I started with Agile and Scrum back at 2005, I was not much different from any other agile newbie, and I was complaining for having regular retrospective. “What for? We are already sitting together, we are a good team, we tell each other what should be said. It’s waste of time. Formal meeting...” . Later I realized this practice is quite useful and implemented it as one of the key practices. Lately, during past few years of my work as Agile Coach I realized I do retrospective with new agile teams and simply any group of people very often to start communication and build a first cornerstone of agile mindset - openness and trust to each other. I must admit it delivers great results which I never can achieve without Retrospective. During this talk I will share with you my experiences how to become ‘master of retrospectives’ and how to use it in all rank of different situations.

Workshop Tulming Travel Board Game

Teaser Have you already read everything about implementation of iterative development methodologies, such as Agile and Scrum? Do you need to get a different perspective on the most common practices and try the Agile and Scrum principles in a safe environment outside of Software Engineering? Here is your unique chance to achieve all of this in one session. Join us at brand new board game and and build railroads, airports, harbours and much more during our newly designed, interactive Tulming Travel Game. Use your knowledge and the basic Agile principles to satisfy your customer, overcome various acts of God and become the master of Travel. Short Abstract Tulming Travel Game is an interactive board game designed to enable the players to use the Agile & Scrum practices in a non-software field. The hand drawn map, hand-drawn cards with cities, harbours and various stations provide a unique experience to players at all levels of knowledge and experience. The goal of the game is to build a virtual Travel agency that, based on a customer wishes, connect cities around the globe to allow the customer to travel freely and safely. As in other board games, there are several events that either prohibit or speed up the building progress and create a true randomness feeling of a real life. The game is an ideal learning tool to understand Agile mindset and embrace the culture of team collaboration and open communication. The learning has never been so easy, fast and fun.

Lean thinking was in Vidas blood from the first project and it evolved through many different roles in IT project development and management.

Main role as a product manager for “Eylean board” and experience in lean start-up business taught vast array of lessons. As a manager of a worldwide product dedicated to project managers, Vidas pursue latest trends and methodologies to keep up with fast moving project management world. Consulting clients from all over the world is a great challenge which requires out of the box thinking and deep knowledge.

Scrumban - mixing agile and lean for product manufacture and support

Session will target small to medium sized teams, project managers and start-up guys who are doing lean/agile based product development or support. A refreshing idea about “On demand” thinking in a world based on “Squeezing or pushing”. We will talk about principles which bring mixed practices from both Scrum and Kanban to supply a responsive, lean and still constrained process.

Vidas will cover main guidelines and insights of practical applications on Scrumban including:

-On demand planning
-Feature freezing
-Process triggers
-Importance of Kaizen
-The most important thing to be done next

Osvaldas Grigas is a functional but imperative programmer who believes in 'software engineering' no more than he enjoys writing about himself in third person. Sometimes he organizes polyglot coding workshops, other times he talks about TDD and stuff in conferences, lectures, communities, camps and bars. His fascination with Clojure eventually led him to start a local Clojure User Group.

Functional Programming with Clojure

How about we stop talking about Functional Programming and actually start doing it. This workshop is going to show you the "how", and it will totally ignore trendy words like Category theory, Lambda calculus or Monads. As a side benefit, you'll learn some Clojure - the modern LISP! Clojure is a pragmatic functional language that offers genuine simplicity, minimalist syntax, great interop and some seriously awesome means of abstraction. If you haven't already, discover programming without control flow or assignment statements, using just immutable data structures and function composition. Finally, discuss how FP and Clojure can be applied to build "real" applications.

If you follow my suggestion to bring your own laptop, here's what you might want to try out as a quick preparation:

• Go through interactive 5-minute Clojure intro tutorial at http://tryclj.com
• Install JDK and a Clojure IDE/editor of your choice:
  • for a quick start -> Nightcode: https://nightcode.info
  • for IntelliJ IDEA users -> Cursive: https://cursiveclojure.com/userguide
  • for Eclipse users -> Counterclockwise: https://code.google.com/p/counterclockwise
  • for Vim users -> Fireplace: https://github.com/tpope/vim-fireplace
  • for Emacs users -> CIDER: https://github.com/clojure-emacs/cider
• If your editor supports "Structural Editing" (aka. "Paredit"), turn if off - this feature may be disturbing for those who are new to LISP.
• You may also want to install Leiningen (http://leiningen.org) - the de facto build tool for Clojure. Generate project layout by running: lein new my-app
• Download Clojure Cheatsheet at https://github.com/jafingerhut/clojure-cheatsheets/blob/master/pdf/cheatsheet-usletter-color.pdf?raw=true
• For more resources, visit http://clojure.org/getting_started

Antanas Kompanas is a long time employee of Baltic Amadeus. During his 10+ year carrier he worked as a developer, project manager, consultant and architect both in local and out-sourced teams in Lithuania and abroad. The last two years he was a member of a .NET development team that was improving and extending a big enterprise solution for a Scandinavian client and directly contributed to the evolution of team’s and client’s understanding and application of agile methods.

When SCRUM is not enough

Once you start using SCRUM and its time-boxing approach there is a natural urge to put everything into the sprint to get better control of it: initial analysis, architecture, testing, meetings, etc... However, it turns out that it’s not that simple and some tasks are just not meant to be handled in sprint. In this session we will explore how usage of SCRUM evolved in one of the development teams in Baltic Amadeus while working on a big enterprise solution and how we managed to stabilize sprint scope by offloading particular development tasks to KANBAN. We will also show what stages each user story must pass to make it work well in an enterprise environment.

Giedrius is a project manager at NFQ, the largest software development firm in Lithuania. Giedrius started his career as a web developer, yet he has been working as a (PMP-certified) project manager and has been overseeing numerous leading Lithuanian e-commerce projects in the past 8 years. With his strong background in efficient software development, Giedrius strives to demystify the art of project management.

Project communication – information, changes, experience

Projects failing because of “communication issues” is something I hear quite frequently. But how agile can we be in project communication? I will share my experience by overviewing the main lessons learned in the areas of:

• Work planning/scheduling insights and hidden risks;
• Tips on communication among team members and with outside stakeholders;
• Tools & techniques for organizing effective and transparent communication;
• Change requests and project information management: why and how?

I am consultant/trainer and conference speaker with focus on combining traditional IT Management (am ITIL Expert), Project Management (am IPMA assessor) and new approaches such as Agile, Lean, Kanban etc. Board member at IPMA Latvia, teaching Programme and Project Portfolio Management for masters in Project Management. Have a degree in Computer Sciences and Executive MBA from Stockholm School of Economics. Worked for large telecoms (C&W, TeliaSonera, Kinnevik/Tele2) and as CIO for a global retail chain Hutchison/ASWatsons.

Creating children book in 45 minutes thanks to Scrum

Creating a book is not a simple project however applying Agile principles to the process might make it much more easier to manage and give you better results. During the workshop we will create a children's book by using Scrum techniques. You will stay awake as workshop requires your active participation, gives ability to have fun and engage your creativity. I have done interactive workshops on IPMA congreses, Agile events, at company offices and business schools and these are always perceived very well, as there are always some people who prefer "learning by doing".

Thore Thomassen has a BSc in Computer Science from Heriot Watt University in Scotland. He started working as a developer and specialized in object oriented technologies. He was central in Storebrands development of a Service Oriented Architecture (SOA) and was also a major contributor when Storebrand introduced Agile development methods 14 years ago. He was part of a team of 5 people, responsible for adapting and implementing LEAN in Storebrand and worked as a LEAN navigator for 2 years. He has a broad background and has held positions as Business Analyst, Project manager and Enterprise Architect. 3 years ago he got the position as manager for the Business Intelligence department in Storebrand.

Lean, scrum and modern technology, tools to radicaly transform business processes

The talk will demonstrate how we radically improved a critical business process from taking on average 6 months down to minutes. The talk will demonstrate how we used LEAN as a foundation for identifying bottlenecks and from that derived a backlog of tasks. Using small teams and Scrum we iteratively delivered business functionality gradually improving the process execution time. A key element of the success was to think out of the box and exploit modern technology in combination with functionality in old legacy systems. The result was a fully digitized business process using an Service Oriented Architecture (SOA) to expose legacy functionality to modern open source web technology in combination with noSQL technology to provide insight and management control.

Vaidas is CTO and co-founder of mobile payments ecosystem UAB „WoraPay“. He is the author of the blog and Agile trainings and consultancy center in Lithuania www.agilecoach.lt. Vaidas is also the president of Agile Lithuania association, as well as Agile project management lecturer at Vilnius University Faculty of Mathematics and Informatics (VU MIF).

Vaidas has gather many years of experience of using and implementing Agile project management methods in companies. He shares his experience by running in-house and public Agile project management trainings as well as speaking in conferences. He is Certified Scrum Professional (CSP), Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO), and member of Lithuanian Project Management Association (LPVA).

The only skill good Product Owner needs!

There are many books and trainings that describe what good Product Owner should be. I have been a Product Owner for more than 5 years now. During this time I learned that there is only one skill that is essential to good Product Owner. I am ready to share it with you together with few "stories from the trenches" that will illustrate it.

Viktor 8 metai patirties produktų kūrime programuotojo, analitiko, projektų vadovo rolėse. Šiuo metu dalyvauju projektuose PO rolėje. Agile judėjimo pasekėjas ir aktyvus Agile evangelistas įmonės viduje.

Aivaras 10 metų programavimo, administravimo, konsultavimo bei projektų vadovavimo patirtis. Ieškantis būdų dirbti geriau, bet siekiantis rasti paprastesnį kelią. Dėstė Linux administravimo kursus, vedė mokymus bei vykdė įvairius projekto pristatymus.

Fiksuotas laikas, fiksuotas biudžetas, o norime naudoti Scrum.

Norime pasidalinti savo patirtimi, ieškant Scrum panaudojimo galimybių fiksuoto laiko ir biudžeto projektuose. Pranešimo tikslas yra parodyti kas mums nepavyko, kas pavyko ir ką ruošiamės daryti kitaip.

Software enthusiast since I wrote my first line back in the 8th grade, I've been paid for developing software, providing consultations, and leading teams and projects since year 2000. I am a certified software architect and analyst, having worked on projects ranging from embedded microsystems and kernel drivers to large enterprise solutions, and having a strong belief that right team spirit is the crucial factor for success. For the last 3 years I'm in the best team in our country - Visma Lietuva, UAB.

Agile in the trenches... like, the real trenches.

Agile principle of "trusting work to the self-organizing, self-managing teams" is radically different to the military doctrine of "strict top-down hierarchy, command & control". Yet almost a 100 years ago this idea was tried out on many battlefields and the consequences are still felt today.

Aidas Pasilis – database and warehouse development lead at CIG (Callcredit information group - UK based credit referencing agency) with over 10 years of experience in IT industry. As a development lead Aidas is responsible not only for design and development of new and existing solutions, but also working with different departments and people across the whole business to ensure on time delivery of existing products. He has taken on many roles and has worked with different Agile methodologies (Scrum, Kanban, DSDM, XP, etc.), by adapting and shaping team approaches to best fit different project types and delivery goals. He had to take Agile beyond the boundaries of a team and expand Agile best practices to other areas of influence. He’s active member of DevOps movement in CIG and is at the frontier of continuous and effective adaptation of Agile practices.

Oh my AGILE!

Over years of work I’ve found that often people know a lot of theory and stick to cliché terms, but don’t necessarily know what it actually means in practice. So in this session I will look at practical side of delivery with a grain of humour - Agile theory versus practice, failure versus success, will talk about different things that make teams tick and some, sometimes even small things, that can change the outcome of the project.

From Copenhagen Business School
Master degree in Business Administration and Computer Science
7 years Senior Developer at DtecNet Software
3 years Scrum Master at DtecNet software
1 year Technical Lead at MarkMonitor Copenhagen

Effective scrum

Supposedly agile methologies like Scrum and Kanban are currently very popular and often encouraged by developers, management and consultants from outside. It is often presented as an evolution or natural next step, while it may impose radical changes and actually prevent or hinder the goal of implementing the correct strategy for the company. This presentation is a review of the effects of implementation of scrum in an already agile software company. The aim of the presentation is to deliver the message that we should be careful with scrum and to provide the viewer with a perspective on team work as well as implementation strategies when dealing with Scrum. Covering: Scrum, Agile, Agile workers, team work, X-Y theory (McGregor) and more.

Saulius Kaukėnas, Agmis, CEO, Co-founder, Member of the Board Agmis is one of the largest enterprise mobile solutions suppliers in the Baltic states. We build custom enterprse mobile solutions for telecommunication, healthcare, sales and marketing sectors and supply products for logistics and marketing research organizations - NaviJazz and SurveyJazz. Saulius has 18 years of experience in software development and has hands-on experience in many activities of software development: requirements capture, software development, new product development, sales and sales management. Saulius is invited lecturer on different software subjects at Kaunas University of Technology and Vytautas Magnus University, he has taught software modeling at various organizations in Europe and Asia. Saulius holds double master’s degree: M.Sc. in Computer Science KTU (2001) and MM from International School of Management (ISM, 2005). Prior to founding Agmis in 2007, Saulius has been working for 11 years for No Magic Europe, Inc. where he was one of the original team members who have started development of world's top UML modeling tool MagicDraw UML. Saulius has worked in different roles related to MagicDraw development and product management, was member of software development process improvement group of No Magic and has hand-ons experience in managing projects where both heavyweight metodologies (RUP) and lightweight methodologies (KanBan) have been applied.

Lessons learned using KanBan. Outsourced development services supplier point of view

What to expect choosing KanBan as a development approach? What are the risks, what works and what doesn't when you are in the position of external supplier. Experiences and lessons learned from real life projects executed at Agmis that every manager should take into account. What should be discussed and cleared up among the customer and supplier before the project begins. What customer should ask about their suppliers and vice versa.