IT Spring 2017 – the largest international conference about IT-business. Since 2012 the event has been gathering project/product managers, CTO/COO, team leaders, department heads, IT business owners, prospective developers, HRM and other professionals.
The aim of the conference is to create environment to exchange successful business experiences, construct optimal product development process using both traditional project management and Agile.
6th international Conference on leadership and management will be held in two days:
April 28 – Service & Product Day;
April 29 – Agile Day (Business Agility, Scaled Agile, Team Facilitation).
Anna-Chiara Bellini connects companies with the world’s top talent as the Lead Director of Engineering at Toptal. She first took the plunge into the digital nomad lifestyle when she joined the Toptal network and now manages a team of engineers that places thousands of developers with Toptal clients.
Bellini’s childhood fascination with technology and mathematics launched her passion for coding and technology. She earned a master’s degree in computer engineering from the University of Bologna and has more than 20 years of experience as a software developer, working on projects as diverse as mobile computing and programming intelligent traffic lights. Bellini spends nearly half of her time traveling the world and speaking about the causes she cares about: empowering talent and encouraging women in technology.
Bjarte Bogsnes has a long international career, both in Finance and HR. He is currently heading up the implementation of Beyond Budgeting at Statoil, Scandinavia’s largest company. Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT). He is a popular international business speaker and is the winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is also author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his implementation experiences. Statoil has recently opened up for Bjarte to undertake select external consulting work.
Anurag Srivastava is a member of the Global Sourcing team and assists clients on topics related to location optimization, benchmarking, and global service delivery strategy. Anurag’s responsibilities include leading Everest Group’s Location Insider subscription offering. Recent work includes assisting a large financial services firm in their global service delivery strategy, a report on global talent hotspots for delivery of Digital services (analytics, cloud, mobility, social media, IoT, automation), and helping a large natural resources firm in benchmarking its global services portfolio with select peers.
Prior to joining Everest Group, Anurag was a Manager with Evalueserve.
He holds a Bachelor’s degree in Technology from the Indian Institute of Technology Kharagpur.
Specialties: Global sourcing (models, locations, trends); Latin America and Central & Eastern Europe as nearshore locations, the Philippines, and India.
Angel is a very energetic Agile coach who truly enjoy challenges. Putting in place Lean and Agile concepts and practices in very complex environments is my specialty and passion. Currently he’s part of Agilar, an Agile coaching firm in Europe and Latin America. As a trainer, coach, and mentor, he supported several multinational organizations in their Agile journeys.
During his 15+ years of experience in IT Angel has worked in various roles: Agile coach, R&D manager, software developer, software architect, ScrumMaster, and trainer. Angel is a CEC (Certified Enterprise Coach by the Scrum Alliance), a Management 3.0 licensed trainer, a professor at ESNE (Escuela Universitaria de Diseño, Innovación y Tecnología) in Madrid and a frequent speaker at international conferences and Agile events in Europe and America.
Старший технологический консультант по облачным решениям Oracle, работает непосредственно с Независимыми Поставщиками Программного Обеспечения (ISV) стран СНГ и России.
Broad corporate taxation experience, specialised in telecom, technology and media sector. Specialties: Russian and
international corporate tax consulting and structuring.
Vasily has over 9 years of professional experience as a legal counsel, inter alia, in consulting and in industry. He consults Belarusian and foreign companies of different industry sectors (industrial production, IT, service sector, financial sector) on different issues of corporate, commercial (including foreign economic activity), labor, administrative, investment and tax law. Vasily also has experience in Russian law. Vasily is the member of the working group for development of the investment legislation of the Foreign Investment Advisory Council (FIAC) of the Council of Ministers of the Republic of Belarus.
Andriy Bahlay — SAFe Program Consultant, Agile Coach, ICAgile Trainer, Experienced Agile Project Manager with more than 12 years in software development and for over 6 years in creating and managing productive teams.
He is focused on creating autonomous, self-organized, empowered, and continuously improving teams.
He led several Agile Transformations, helping businesses to improve TTM, efficiency, quality, transparency and people engagement.
Last 2.5 years Andriy works mostly with Playtech, being responsible for operations efficiency and Agile adoption at UK/UA/EE/BG/IL/BY R&D centers.
Analysis, design, development and introduction of tools for creating and disseminating information and training content, tools for the needs of the community of players and user support services. Before - сreation and operation services of digital games distribution.
Aliaksandr Kuushynau is the Сhief Wialon Officer at Gurtam, one of the leading fleet management and GPS tracking software companies globally. Aliaksandr is responsible for the strategy and development of Wialon – the main company product with 15 years of experience.
A graduate of BSEU, Faculty of Marketing, Aliaksandr spent more than 6 years working at Volkswagen (Atlant-M), where the first GPS fleet tracking project in Belarus, AtlantSatellite, was implemented.
As the former International Sales Director and CMO of Gurtam, Aliaksandr developed a dealer network of up to 800 companies in more than 100 countries globally. With offices in Minsk, Moscow, Boston, Dubai and Buenos Aires, Gurtam is the only company from Belarus that has participated at CeBIT (Hannover) for 7 consecutive years and at Gitex (Dubai) for 3 years.
I help teams and companies to move ideas faster to production. In my efforts to do this I started my agile journey with Scrum and XP, but pretty soon grew interested in kanban and that opened the door to lean in general more specifically lean in software development. I pragmatically mix these techniques to help companies to improve.
I have been working mostly within big organisations such as banks, insurance and food retail companies, but I also have experience from the startup scene working with Tradera (Swedish Ebay) and Spotify. My role is often one of a coach, teacher and change agent from the team to the organization level.
I am one of the authors to Kanban In Action (http://bit.ly/theKanbanBook) and I run a blog since 2006 at www.marcusoft.net.
Between 2014-2016 I worked for the Salvation Army in Indonesia helping their 6 hospitals and 17 clinics to become more effective. In particular I was part of a team saving a hospital near my home in Bandung. I'm writing another book about that experience - you can read about it here (http://bit.ly/bungsustory)
I am now back in Sweden and have taken up my consultancy at Aptitud. Right now I'm working for one of the biggest food retailers in Sweden helping 4 teams to build food online capabilities.
I help IT organizations to implement better ways of doing business; and I coach teams and individuals who want to improve technically and relationally.
My main focus is on assisting companies to transition to organizational and cultural models that are better suited to the kind of knowledge work that's so typical of software development -- which includes, but it's not limited to, Agile and Lean.
In over 20 years of professional experience, I had clients in three different continents and I worked with organizations ranging from the United Nations to small and dynamics IT companies.
Currently I work in Europe. I've worked also in the USA on a O-1 visa for "extraordinary abilities in Sciences”.
As part of my regular activities, I enjoy sharing what I know by speaking at major international conferences.
Mr. Osipov has more than 12 years of experience in investment and financial advisory.
Roman Osipov joined UNITER in 2002 as an analyst. He became the Head of the Investment Department in 2005; starting from 2012 year, Roman Osipov has become the Managing Director of UNITER Investment company.
Mr. Osipov advised on numerous M&A projects in Belarus: acquisition and investments into one of the Belarusian banks (GetIn Holding Poland), entrance of the Belarusian market by the Delta Bank owner (Ukraine) by an acquisition of banks and insurance companies, attraction of Axa company (France) into the capital of a Belarusian insurance company, investments of the largest pump manufacturer in Russia - GMC Group – into JSC “Plant ”Promburvod” and advising large-scale real estate development projects.
Roman Osipov also holds responsibility for relations with international financial institutions such as EBRD, World Bank, Nordic Investment Bank, DEG-Invest. A number of advisory assignments for EBRD and World Bank were executed under his leadership, in particular: establishment of microfinance bank (Belarusian Bank of Small Business) in Belarus, advising EBRD as a shareholder of the Belarusian company Milavitsa, advising EBRD and Nordic Investment Bank on investment projects on water utilities development in Vitebsk, Grodno, Brest and other cities of Belarus.
Moreover, Mr. Osipov covers the field of relations development with foreign and international private equity funds regarding investing into Belarus, as well as privatization.
Professional expertise: investment advisory, corporate finance and management.
Agile Project Manager with technical background with more than 15 years in IT field and with 9 years of experience in project and program management working with US, UK, European, Israeli and Asian companies, building efficient teams and ensuring smooth delivery in various business domains (Retail, Gambling, Travel, Insurance, Telecom, Banking, Medical and others). During career had a chance to work as Scrum Master, Product Owner, Project Manager and Delivery Manager. Co translator of Agile Manifesto to Russian and Ukrainian languages. Co translator of Henrik Knibergs' world famous book "Scrum and XP from trenches" to Russian.
Kiryl provides consulting services in the sphere of information technologies and IT risks to clients from Belarus and CIS countries. He specializes in IT strategy development, IT audit, risk management, IT processes implementation based on international standards and best practices.
Kiryl graduated from Belarusian State University of Informatics and Radioelectronics. Kiryl is a Certified Information System Auditor (CISA) and Certified Information Security Manager (CISM), a member of International Association of Information Systems Audit and Control Association (ISACA).
Yuri Vedenin is the founder of UXPressia, an online tool to create customer journey maps. He is also the founder and the CEO of UX consulting and services company UXpresso, founder and trainer at training center ITMINE.
Expertise: Business Analysis, User Experience.
Software Craftsman, Agile adherent and follower, who believes in lifelong learning, continuing education and self-improvement paradigms. Formal leader and one of the founders of Belarus Ruby User Group. Active contributor to Software Craftsmanship and Agile communities in Minsk, Belarus. Teacher and scientific mentor in Belarusian State University.
Agile Coach, which have more than ten years of diverse experience, from developer to the head of the engineering department. Passed through fire, water and transformation to cross-functional teams. Now, as a partner of Scrumguides, Yury helping organizations to change and become better using Agile and applying the right engineering practices.
Since 2008 Lena is the the owner and the head of the company PersonnelInvest. The main expertise of the company is consulting and recruitment in the IT field (www.personalinvest.by).
From 2005-2008 - HR Director in major B2B companies.
Ulad Radkevitch, VP Sales and business development, ScienceSoft - Ulad started working at his current position at ScienceSoft in 2008. He holds a PhD in Management from RSM Erasmus University, The Netherlands. Ulad has been working in IT since graduation with MA in International economic relations from Belarusian State Economic University in 2000. He is an author of a number of academic and business publications on IT outsourcing, online services procurement and online IT marketplaces.
Scrum Master / Agile Coach at Oracle Netsuite. More than 9 years in IT as a Project Manager, Head of PM, Managing Director of Development Office and Product Manager, mainly in mobile and web projects development. Currently works on building and implementing Agile approaches in the company with focus on transparency of processes and efficiency improvement.
• Agile Evangelist in the transformation of sales and marketing to Agile in Russia.
• I have experience of transforming companies with more than 1000 employees to Agile.
• Well-known speaker and blogger on Agile in non-IT.
• I have launched more than 60 Agile sales teams and conducted 192 retrospective sessions for top management teams.
• I am also in the process of organizing World University of Business Agility and writing a book titled ‘Agile Sales’.
• Author of a training courses, which was created specifically for Scrum masters and Product Owners in non-IT teams.
• Co-founder of Agile Space Company.
• Certified Enterprise Scrum Business Agility Professional (CESBAP)
Certified Scrum Master, active participant of Agile conferences and meet-ups. She was engaged in the management of distributed and multicultural teams, worked in Ukraine and Singapore. At the moment I'm actively interested in Scaled Scrum, I apply and check these approaches on the big projects of Intellectsoft company as a leading project manager.
I have 10+ years of commercial experience in the field of software development, last 8 years acting on different management positions. My responsibility is to enforce usage of relevant modern development processes and constantly improve them, provide
our Customers with creative and flexible approaches and solutions to perfectly fit their needs. Active conference speaker on various IT events: PM Forum, PM Discussion clubs, IT Evolution meeting. Senior trainer and coach in KyivIT school with "IT Project management" course.
19 years in commercial software development business, last 12 years as Software Engineering Director of R&D department leading team of 45-80 Software Engineers focused on developing semantic data mining and search engine platform deployed in a wide enterprise product and solutions.
Project management experience overview:
• The average size of developed projects was about 80 man-months where the range was 10-200 man-months of parallel projects. Managing of WW distributed team with size of 45-80 developers.
• Goldfire Enterprise platform is one of the biggest project which includes ~15 million code lines, 24 WW patents, more than 200 science articles.
• Responsible for all aspects of software development: 4M budgeting, team staffing, team building, driving functionality and technologies, setup 24/7 customer support level 2 and 3.
• Prime focus on Agility, effectiveness, quality management, risk management, continues improvements, full cycle of software development process optimization, driving zero defect methodologies and applying the best practices and ideas from worldwide famous processes: from Agile to discipline like.
• Cooperation with third party companies (Europe-US software company contractors) on different direction to outsource their resources for specific projects like integration PDM/PLM systems with Goldfire platform.
• Experience of specific customization for large customers with deployment of hundreds licenses and cooperation with many third party API vendors: Oracle Agile, SAP, Documentum, Team Center, Lotus Notes, Windchill, Live Link, PTC, etc.
• Establishing direct connections to Belarus State Universities managements, High Technology Park and Info park associations, great knowledge of Belarus IT market and wide networking with top managers of Belarus companies.
Maxim Tsepkov has been working in IT for more than 30 years, co-founder of CUSTIS, where he is now the chief architect of the Directorate for Development of Solutions. The main work is the design of corporate and banking systems. For more than 10 years Maksim Tsepkov has been actively involved in the development of Agile, in 2013 he got acquainted with Spiral Dynamics, and in 2015 - with the book of Frederik Lalu on "turquoise organizations" and is now an evangelist of these approaches.
Mr. Adylin has been leading Artezio since its inception. A specialist with over 20 years of IT experience, he succeeded in building a superior team of professionals. Having started his IT career as a computer programmer in 1988, Mr. Adylin launched his first IT start-up in 1993. He has over ten years of senior management experience in sales and marketing. Mr. Adylin graduated from the Moscow Academy of Finance in 1997 and Moscow Institute of Radio-engineering, Electronics and Automation in 1991 with a Master of Science degree in Electronics. Mr. Adylin works in Artezio from its establishment in 2000 as CEO.
Konstantin Razumovsky is an Agile Coach and Professional Scrum Trainer by Scrum.org.
He has an extensive hands-on experience as a Java Developer, Scrum Master, and Project Manager.
Artem Kolyshkin is a Senior Delivery Manager at EPAM with wide experience of product and project delivery.
Currently implementing the Nexus framework on a project with 150 + people.
10+ years of experience in HR management. 4+ years of practice as a C-level manager. 2011-2014 worked as HR-director for IT company (outsourcing). Successful experience of launching the project with one of the oldest executive-search companies in Europe (access to the international network and launching to the Belarusian market of new services). Developed the unique course on Employer branding. 8+ years of experience in management teams and HR-directors training.
Yaroslav Konstantinov has two higher educations: he finished Belarusian State University Physics Department and also received a degree in Economics at Belarusian State Economic University. He worked in “Priorbank” JSC as the Head of Controlling and Strategic Planning Department, after that started working in JLLC “SYSTEM TECHNOLOGIES” where he currently holds the position of Executive Director.
Delivery Manager in mobile department of Juno. Alexey started his career as a mobile developer for such rare nowadays platforms as J2ME and BREW. Took part in development of mobile MMO game World of Tanks Blitz. Later he became WoT Blitz Program Manager and was responsible for the whole project. Authorized ICAgile trainer, Certified ScrumMaster.
IPMA level A certificate - Certified Project Director, PMAJ P2M specialist certificate, Ph.D. in Project & Program management, Project management experience - since 1999, Owner for myself business - since 2007, 10+ years practice as a C-level manager for different companies (IT, Construction, Telecom), 10+ years practice as a tutor for classic and MBA programms for different universites and educational centres in Eastern Europe, 10+ years practice as a business trainer and consultant, 50+ publications in the field of project management, 30+ trainings programs in the project management area was be developed since 2003, 200+ trainings conducted, 3000+ training courses participants, Experience in the IT management, management consulting, process management, company strategy planning areas.
Goals: 'Freedom through partnership!'. I am owner for small business consulting company (project&process management) in Ukraine (Kyiv).
Specialisation: Project management, Process management and optimisation, Strategy research, Knowledge management, Programms and portfolio management, Competences based assessment, IT-organisational consulting services (COBIT, ITIL).
Took part in a range of M&A deals in IT-business, including Playtech – Viaden, Mail.Ru – MAPS.ME, MSQRD – Facebook, OWHealth - Flint Capital investment rounds, WorkFusion- Georgian Partners etc., acted as an adviser on legislation improvement in collaboration with High Technologies Park.
Recommended as a leading specialist in corporate and commercial law and in M&A industry by the IFLR 1000 and Chambers Europe international legal guides.
Cовладелец ООО "Студия Сорокина и Кулинкович" (12 лет экспертизы в комплексном аутсорсинге и автоматизации всех HRM-процессов | http://hrmstudio.ru/
Совладелец системы автоматизации рекрутинга | http://hrp.by/
Куратор "HRPRCamp" - HRAUTOMATION conf. | http://hrprcamp.com/
Куратор "HRPROpenair" - HR-C&B конференция | http://hrprcamp.com/openair/
Руководитель Школы рекрутинга HRPR | http://hrpr.by/
Руководитель Школы HR-Директоров HRD | http://hrd.by/
Куратор Школы бизнес-исследований | http://businessresearch.by/
Партнер проекта Bestcompanies.Analytics | http://bestcompanies.by/
Vladimir is an experience program manager working on all levels including team level, program, and portfolio. He has a strong engineering background in backend and mobile (Java stack). He has been in management positions for 7 years including his experience in Management / Agile consulting for international multi-location teams in UK, Switzerland, Netherland, Ukraine, and Belarus.
Currently, Vladimir is General Manager at IAC Applications.
Accreditated by ICAgile, the author of Agile trainings.
14+ years overall experience in IT, mostly as a delivery manager and a head of department. Currently working as an Agile coach and a trainer in Kiev Luxoft Agile Practice. I work closely with delivery managers, teams and customers, perform project processes assessment, provide team and individual Agile coaching, create and conduct trainings and workshops. When working in delivery I effectively manage a variety of key internal and external projects on‐time and to budget. Lead project teams to deliver results and drive successful business outcomes. Provide analytical and consulting skills to clients and colleagues. Prepare bids and proposals for the prospective clients to expand business operations. Determined the resources required for the purpose of production. Develop and implement strategic plan and best practices methods across project teams. Excel at consensus building and conflict management. Learn easily new tools, techniques, practices and methodologies. Have strong leadership skills, a well-‐developed ability for networking and a passion for problem‐solving and decision‐making. Able to communicate complex information in a compelling and concise manner.
I enjoy seeing how understanding of this or that concept reaches a person mind and a-ha effect appears, I feel very inspired when know that I described or showed something innovative and useful for an individual or a team that make their live sparking with new colors and daily duties stop being a burden and become being fun.
I'm also actively speaking at conferences: ALE2014, Agile Gathering in St Petersburg 2014, IT Global Meetup #4 in St. Petersburg 2015, AgileDays 2015 in Moscow, Pmcon 2015 Kharkov, IT Spring Minsk 2015, SECR in Moscow 2015, LKR in Moscow 2015, I T.A.K.E. 2015, ALE2015, IT Global Meetup #6 in St. Petersburg 2015, Pmcon 2016 Kharkov, AgileDays 2016, LoGeek Night in Kiev, QA Challenge Accepted 2016 in Sofia, IT Spring 2016 in Minsk, BAcon 2016 Kharkov, WowIT 2016 Kharkov, SECR 2016 Moskow
Janina Lashkevich is Agile facilitation and Agile process adaptation practitioner since 2010. With strong team leadership, HR, project management experience and technical background, Janina has been in software development business for over 12 years. Founder of IT industry changing educational and community projects such as SPACE and AgileLAB. Active community contributor and public speaker on Agile Facilitation, Process Adaptation and Teams Development.
Значение международной структуры для привлечения инвестиций:
- Основные налоговые и юридические аспекты ведения деятельности через международные структуры: вопросы, которые необходимо учитывать при их создании, практика их использования IT-компаниями и новейшие тенденции в развитии международного налогового планирования;
- Реализация программного обеспечения и услуг по его разработке и поддержке;
- Реализация мобильных приложений через сторонние платформы.
During 10 years of working with IBM ScienceSoft competed a journey from a sub-contractor to a business partner and to a product vendor with the IBM’s eco-system. We will cover some of the milestones of that evolution and will discuss a number of challenges that we as a service company faced during the work on the product as well as some insights generated along the way.
The IT market has been overheated for many years and not only in Belarus. Professionals are not cheap, young people are not lagging behind in desires, and raising salaries and bonuses is not a panacea and not always possible, companies have to show more and more ingenuity to motivate, retain and encourage employees. The experience of awarding employees with IHS Markit shares: How does it work? What are the advantages and disadvantages? How does the tax law work?
The software market today is still very far from saturation. At the same time, developers from Eastern Europe have more and more opportunities to obtain large projects in the EU and the USA. One of the reasons is the growing dissatisfaction of customers with software development services providers from southeastern Asia and India. Now more and more projects are done in Russia and Europe, although earlier the customer tried to transfer them to large and low-cost developers. There is a unique situation when a very good reputation of programmers from Eastern Europe helps domestic software companies to develop on the international market.
Does the investor care about the "formal wrapper"? Is it true that we need to "consolidate IP" and what does this strange term mean? Is there life after the transaction? Helen Mourashko shares her experience of participation in many IT-deals: the purchase of MSQRD by Facebook, the investment of funds in American start-ups with Belarusian roots, and systematizes misconceptions and facts about the legal nuances in selling IT business.
- Do you really need HR Director if there are already 3 well-performing recruiters?
- To which kind of data HRD may have an access? Which tasks HRD should be faced with and which processes she/he should be involved in?
- What kind of collaboration may exist between HR director and the delivery-manager: benefits- or disadvantages-sharing, real help or extra-work? What’s the matter of HRD’s delivery meetings attendance?
- How can delivery manager influence HR? Which content and quality service may and must be requested from the HR department?
In less than 2 years, we managed to create the strongest R&D center and develop a successful product Juno - the Uber competitor New York. Let's discuss what factors helped us and why Belarus is now one of the most attractive countries for creating IT products.
В ходе доклада пройдемся по главным темам рекрутинга: анализ востребованности IT-специалистов в разрезе специализаций; сравнение по притоку и оттоку IT-cпециалистов 2016-2017г.; динамика ЗП в IT в сравнении с 2016г.; успешный рекрутер: уровень подготовки, современные инструменты; факторы усиления HR-бренда.
Currently EY is working on the research of IT-sector in Belarus. In my presentation I am going to talk about our research results that might be interesting to the audience of IT Spring conference – Belarusian technology companies themselves. I will focus on labor market, educational system, business environment, priorities for development and more
Our product, UXPressia, started as the small part of the global vision we had that time. We were a bit impatient, but we kept calm and focused on just this part. And we made it well. We got feedback and we iterated. We learned on our mistakes. Now, we have thousands of users, hundreds of them use paid plan. We are still learning. And growing. Companies like Deloitte, Ernst & Young, Disney, Vodafone, etc. notice us and taste us. Forrester Research contacted us by themselves to include our product to their research study. Students from 150+ universities around the globe learn journey mapping by using UXPressia. And we didn’t have any aggressive marketing and/or sales. It is clear we created something that solves the actual problem and that valuable that product promote itself. And that’s not the only assumption we have. I will tell you the story of our product: how we came to the idea, what we did, how we did it, what helped, what worked, what we think worked, what didn’t. I’m pretty sure, product owners and business owners will hear some useful ideas. Business analysts and UX specialists can benefit from that presentation as well, since they will know, what’s happening behind the scenes.
Патопсихология в управлении: как управлять не всегда адекватными людьми. Когда патология необходима компании и как ее определить на собеседовании. Кого брать в дизайнеры: шизоида, или истероида. Почему эпилептоиды спасут безнадежный проект, а циклоиды завалят разработку. И почему шизофреники не здороваются.
Offering remote talent is a paradigm shift from offering remote development. What does it take to thrive in the market of talent on demand? Anna-Chiara will share insights from her experience placing hundreds of remote developers with clients all over the world.
Companies are faced with some challenges during the transformation from outsource development to product
development model. The main challenge is the definition of the product “core”. The answer is not always
obvious. The definition of “core” influence the company’s development and potential markets. The presentation
deals with the evolution of ideas about product “core” based on company’s experience with focus on banking
software. The history of product management practices implementation is overviewed.
This talk is aiming to answer the following questions: What makes contractor-engineers of a vendor service provider to be different and competitive on a global IT market? How to incorporate all the technology diversity and successfully deliver high quality, enterprise level complex solutions? What is the nowadays startups and how to foster right engineering culture to enforce it? Deliberate practice and continuous learning as a technology agnostic approach in mastering engineering craft.
In this talk I’m going to share a story about implementing Engineering Excellence (ENGX) department in a large outsourcing company. I’m going to present a number of show cases of ENGX integration for a different clients and describe what didn’t work well and how we struggle with it. I will also present a few things that we managed to implement and successfully integrate into internal company’s process, such as mandatory onboarding training – Bootcamp and Dojo platform that can help engineers in hardening their technical capabilities.
Than psychedelic research by Dr. Timothy Leary can help in investment decision-making, choosing a strategy, positioning the product and building a product team.
Overview of global IT services market – market sizes and recent activity: Everest Group MAP MatrixTM for locations; How the Europe market is changing as a delivery destination; A Global Services Analyst’s view on Belarus as a destination for IT services.
Path for Belarus, going forward: What are other countries doing well, to attract investment.
Companies often create online communities and social media profiles with a single question in mind: “How can we use this community to get specific benefits for us?” Generally, such utilitarian approach leads to a failure. Such kind of communities don’t usually succeed because their founders rarely think about target audience in terms of providing positive experience for the subscribers and engaging them in a mutually beneficial communication.
Aliaksandr will address the issue of purposeful usage of social engineering principles in a business environment by the example of Gurtam international dealer network, that includes more than 900 active partners from more than 130 countries of the world.
Let's talk about HR and business, trends and the role of HR managers in IT companies.
The Leader's dancefloor is a leadership development framework for Agile leaders to nurture Business Agility and boost learning capabilities of organizations. In this framework I deconstruct leadership in 4 dimensions: Complexity thinking, Personal Dimension (Be a leader, act as a leader and interact with leaders), collective dimension (culture, structure and processes) and Organizational change (leading system evolution).
Business agility is creating a learning organization that fosters faster and better learning. This talk is about understanding the key factors and leadership skills required to nurture learning organizations in order to boost business agility.
What comes to mind when you hear the word agile? Probably Agile software development methodologies like Scrum will come to mind. For everyone else in large organizations, however, the word suggests business agility. Leading for business agility It’s about understanding and nurturing the mindset needed to get an holistic understanding of agility. We are creating a new generation of organizations that gets its value from their learning capabilities. Therefore, Leading to learn is critical to succeed in business agility.
As an Approved Certified Agile Leadership Educator by the Scrum Alliance, I’ll share my thoughts about the key factors and leadership style required to nurture learning organizations in order to boost business agility. This Leadership development framework called "leader's dancefloor" is the model that I developed and I use as foundations for my Scrum Alliance Certified Agile Leader training to support Agile leadership development at all levels.
The manifest speaks about self-organized teams, and the values of Scrum contain respect and compulsion. Who is he, the updated manager of the Agile organization? What is his strength? And how can he dispose of his power and authorities now? You can cancel titles, but you can't cancel social rank. From the strongest link in the organizational chain, the ability of the company to change often depends. If you love - let go? What if the team is not ready? If the price of a mistake is the reputation of the company? What if I turn out to be superfluous in company which I built? How to dispose myself power wisely, avoiding authoritarian decisions and micromanagement? How to adhere to the bright path, even when the environment provokes to extinguish fires on the habit? How not to be the main obstacle in the self-organization of your team? This report is about why we all seek to use force, and how to use it for good, not to harm.
За последний год мне повезло получить уникальный опыт фасилитации мероприятий для больших Agile программ и организаций, многие из воркшопов и командных встреч были на 60 человек, на некоторых было около сотни людей, а привычный размер групп, с которыми я работаю, 25-30 человек. По мимо фасилитационных техник, которые я, конечно, использую для структурирования процесса, есть принципы и нюансы, знание которых может существенно облегчить вам проведение любых встреч для больших команд. На какие вопросы я буду отвечать в докладе: - Что мне делать, если я не знаю ни одной техники фасилитации и мне придется проводить встречу на 30 человек? Дайте мне простой совет, как мне к ней быстро подготовиться.
- Как обработать множество вопросов, поступающих от участников, как сделать так, чтобы всем было интересно слушать ответы на индивидуальные вопросы?
- Как остановить дискуссию, которая перешла в холивар?
- У меня в команде у всех разный уровень знаний, как мне проводить эффективно встречу, когда одни знают уже много по теме дискуссии, а другие первый раз о ней услышали?
- У меня есть экспертиза в некоторых командах, а в других она отсутствует, как добровольно построить процесс распространения знаний внутри программы, организации?
- Они (команда, группа) на меня не реагируют, что делать?
- Мне надо познакомить 100 человек с новыми ценностями и принципами Компании на 20 страниц, как можно заинтересовать людей этим документом и убедить обсудить его, дать обратную связь по нему?
- С чего начать, как продолжить и завершить встречу?
Nexus is a framework for scaled Scrum developed by Scrum co-creator Ken Schwaber and Scrum.org community. It addresses the most painful problems of scaled development – dealing with dependencies and building “Done” integrated software every iteration. In our short talk, we are going to explain the key concepts of Nexus and illustrate them with our own case study where 150+ people successfully do Scrum to build software for a big North American retail company using Nexus.
How is it like for a manager to work in an environment where knowing the past will hardly help foresee the future? An environment where unpredictability and change are, in fact, the only constant? And how does this affect -- and is affected by -- the kind of intellectual work that is the true asset many organizations have, these days, to generate value?
In this talk we'll see how living and operating in the 21st century calls for a whole new set of skills for managers and how, most relevantly, calls for a mindset that's slightly different from the one we got used to in past decades.
We'll talk about the connection between mindset, complexity and agility; and you'll get some practical advice that can help you operate better in these domains. main point of the talk is that many organizations struggle to keep up because their culture, mindset and processes are designed for a Complicated domain (in Cynefin terms), whereas Agile is Business in Complexity.
The talk hints managers to what it takes to make the transition.
The organization of PI Planning in detaisl: what is it and what is the point, how to start and what to do next, examples and tips.
We will talk about 2 years of changes that occurred in the startup from the point of view of teams and processes.
Третья промышленная революция, которая была предсказана в далеком 1980 году Элвисом Тоффлером в книге «Третья волна», уже перестала быть делом будущего, а становится частью настоящего. Вызовы, которые она несла, в первую очередь пришли в IT-отрасль в конце 20 века. А в начале 21 века появился ответ на них — практики Agile, которые развиваются уже полтора десятилетия, в том числе вбирая из традиционного менеджмента все ценное и применимое в будущем мире. В докладе будет описана big picture современного развития, в которой каждой из организаций предстоит самоопределиться и выбрать собственный путь.
I've been working in front of kanban boards for about 12 years. I've created and seen many of these boards not being used and fall into oblivion. And I've seen others that have thrived and helped the teams in flowing work faster.
A good visualised process is the starting point for any process improvement - don't waste your board.
In this talk I have created a hit list of the top 20 ways I've used to improve our kanban board. Sadly there's no way that I will get through all of these ideas within the timeframe and understandable English. So we'll select a few of these together during the talk.
Join me for a fun, interactive session - leave me with your head filled with ideas on how to improve your kanban board right away.
1 integrated Increment every Sprint
1 integrated Product
1 big happy family (team)
Fail #1 - 5 happy teams -> 5 totally different products
1 Product Backlog
Fail #2 Poor code quality -> great step from small crap to huge crap (in case you’ll be able to merge it)
Simple - DONT scale in case if you’re not using best development practices, by default
Fail #3 Luck of Scrum Master
Don’t think and hope that your team will handle that - help them, be there for your team!
Fail #4 - too much bureaucracy, meetings etc
Explain, facilitate, make all meetings - really helpful!
And, for God’s sack - please add some fun and games to everything
What is the Agile transformation of the company and why do we start with sales? Why do modern businesses need to change urgently? How to translate the whole company into the values and principles of Agile? Why does IT need to speak the same language with the sales and marketing department? With what difficulties can you encounter on this path and how to minimize risks? If these questions are relevant to you, I'm waiting for you at the conference!
These days everyone talks about company’s culture as a most important thing to consider for any transformation, especially Agile one.
But what if your company has multiple locations spread geographically? That means you have different cultures in-house by definition. Add here frequent acquisitions and rapid growth, and you will get a mix that sometimes is contradicting by its nature.
What is so different, how to deal with it, could Agile have a chance to survive and become the common denominator, what are the key points to consider – this is what this talk is about.
If your company is lucky enough to have a lot of talented and passionate professions grouped in a lot of teams, you'll find after some time that these teams development and performance vary a lot. My talk goal is to share experience on how to approach this problem and ensure that you don't fall in "too many procedures trap".
- Comparing yourself with industry leaders in a practical
non harmful way;
- Evaluation vs self-assessment approaches;
- How to tune and implement processes maturity assessment.
Starting Agile transformation of the whole business is challenging and frightening with thousands of questions and billions of concerns — where do we start? how do we drive? how do we know what the success looks like? how do we engage and keep our people during this journey?..
We will tell the story of MIF and how we created business agility strategy covering process, leadership and culture, org design and technology dimensions: rolling out Agile approach on all levels through various educational and assessment activities, building transformation growth plan and consistent implementation with coaching support along the way.
Tried to implement Agile, but the company still survived? Most likely you did not use the whole arsenal! Speaking about the Agile transformation of the company, we must understand that certain changes must occur at all levels: teams, programs and portfolios. And if with the last two "everything is complicated", then the commands can be transformed very simply. Scrum Guide contains only 17 pages, and certification training takes only 2 days. But reality turns out to be many-sided and often runs counter to the right process. It seems that the best practices do not give effect, the business is not happy, the master starts to turn gray, the team remains the team only thanks to alcohol, rallies become the best alternative to work, and Agile becomes a household name and is used as an excuse for writing documentation. After analyzing my observations in various teams, I made a selection of tips that are guaranteed to lead you to "success" with a minus sign.
Назначение: некоторый обзор трендов в развитии гибких подходов в управлении проектами.
1. Проблемы и вызовы: какие ограничения есть у существующих «гибких подходов»?
2. Существующий тренд в решении проблем: «Масштабируемые» гибкие технологии.
3. Обзор ошибок при масштабировании систем.
4. Теоретическое отступление: «Системы» и «Масштабирование». «Законы» и выводы из них.
5. Следующие шаги в развитии методов и методологий. Возвращаясь к пройденному: откуда пошел «Водопад»?
6. Как не стать «мертвой методологией».
The problems with traditional management, including budgeting
1. The Beyond Budgeting principles and companies on the journey
2. Statoil's "Ambition to Action" model:
- redefining performance - dynamic and relative with a holistic performance evaluation
- dynamic forecasting and resource allocation and no traditional budgets
- from calendar-driven to event-driven; a more self-regulating management model
3. Implementation experiences and advice