Micro-Frontends eigenen sich nicht in allen Szenarien! Diese Session stellt einen alternativen Ansatz vor: Frontend-Modulithen. Wir besprechen das Abbilden fachlicher Domänen, die Kategorisierung von Bibliotheken sowie Zugriffseinschränkungen zum Erzwingen entkoppelter Teilsysteme. Außerdem nutzen wir inkrementelle Builds und einen Build Cache zur drastischen Beschleunigung des CI-Prozesses. Am Ende wissen Sie, ob Frontend-Modulithen für Sie der richtige Ansatz sind und wie Sie Ihre Anwendungen damit aufbauen.

Zielpublikum: Architekt:innen, Entwickler:innen
Voraussetzungen: Grundlagenwissen zu JavaScript von Vorteil
Schwierigkeitsgrad: Fortgeschritten

Imagine you have an enterprise frontend monolith. Due to explosive growth, around 30 teams work on it, with about 100 different use cases. How do you keep this system scalable and consistent?
That's the question we faced inside Partner Home at Wayfair. I'm going to share our experience implementing a micro frontend architecture based on React to distribute shared concerns as long-lived applications. We used module federation, a new feature in Webpack 5.
I'll talk about the general architecture, plus an overview of our technical solution.

Target Audience: Architects, Developers
Prerequisites: English, Frontend Architecture, React
Level: Expert

Orchestrating the work of hundreds or thousands of people working at different locations around the world presents a set of challenges specific to that kind of context. It is not simply a matter of “scaling up", we need to understand underlying principles and patterns and make them work. With this session we invite you into a conversation about how to improve the way leaders and teams collaborate in our organizations. You will experience a workshop that you can reproduce for your organisation to create supporting structures that scale

Target Audience: Thinkers, Decision Makers, Architects, Managers, Coaches, Scrum Masters, Product Owners
Prerequisites: Curiosity and some experience in working in large organisations
Level: Advanced

Extended Abstract
Orchestrating the work of hundreds or thousands of people working at different locations around the world presents a set of challenges specific to that kind of context. It is not simply a matter of “scaling up” what works for orchestrating the work of a small number of co-located people, or even a small number of distributed teams. The specific practices necessary for success will vary and evolve. Variety of practice is essential to creating successful outcomes.
There is a useful set of underlying principles and patterns that we bring to our work. They enable us to create a wide variety of context-aware practices that serve the needs of the people in our organizations, and support them in collaborating to create value for our customers.
With this session we invite you into a conversation about how to improve the way leaders and teams collaborate in our organizations. We will look at teams’ needs regarding autonomy, leadership, and support, and at leaders’ needs regarding strategy, challenges, and responsibility. One specific theme we explore in this session is that of the relationships between leaders and teams, and how we leverage those relationships to orchestrate work and outcomes.
Through this session you will experience a workshop that you can reproduce for your organisation. We will share our setup guides, tools, and materials with you so that you can create supporting structures to more effectively orchestrate collaboration at different scales in your organization.

In a world of rapid changes and increasing uncertainties, organizations have to continuously adapt and evolve to remain competitive and excel in the market. In such a dynamic business landscape organizations need to design for adaptability. Designing for adaptability requires understanding the landscape organizations are operating in, identifying patterns of change, applying principles for organizational fitness, and making mindful strategic decisions to adapt change.

Target Audience: Software Architects, Tech Leads, Engineering Manager, VP of Engineering
Level: Basic

Extended Abstract
Organizations need to aim for building systems and team organizations aligned to the business needs and business strategy and evolving them for adaptability to new changes and unknown environments.
This talk brings different perspectives and techniques together from business strategy (Wardley Mapping), software architecture (Domain-Driven Design), and team organization (Team Topologies) as a powerful toolset to design, build and evolve adaptive systems and team structures for a fast flow of change.

(Agile) Games are sounding throughout the land. Everyone plays games and anyone guides games. However, what makes playing games "interesting" from the business owner's perspective? 

We look into the criteria of effectiveness and efficiency of games and thus the capabilities of creating business impact for the company.

As such, it turns out a game - is just a game and remains a play if one does not align with underlying business needs. Sounds familiar? But you wonder how to do so?

In this talk, we will look in a 4-Step-Modelmaking the obvious tangible. And in the end, it becomes a structured approach how one might create business impact too.

Target Audience: Moderators, (young) Scrum Masters, Project Leaders, Managers, Decision-Makers, Facilitators
Prerequisites: General understanding of games and agility, and how to lead games successfully
Level: Basic

So many challenges, so little time. As testers or quality engineers, we need to sharpen the saw, but how? Gamification can be a way to look at how you're doing and find out where to improve. It's a great way to have everyone engaged and get the best out of people.

In this presentation, Ben Linders will show how playing games (onsite or online) with the Agile Testing Coaching Cards and Agile Quality Coaching Cards help to explore your current quality and testing practice and decide as a team on what to improve or experiment with.

Target Audience: Testers, Agile Teams, Tech Leads, Technical Coaches, Scrum Masters
Prerequisites: None
Level: Advanced

Extended Abstract

The Agile Testing Coaching Cards and Agile Quality Coaching Cards are a deck of cards with statements that help people to share and reflect. Examples of cards are "Testers help developers design acceptance criteria for user stories", "Failing tests get proper attention even when no defect in the product has been detected", and "Refactoring is done to keep code maintainable and reduce technical debt".

Playing games with these coaching cards (onsite or online), you can learn from each other. Teams can use the coaching cards to discuss quality and testing values, principles, and practices, and share their experiences and learnings.

Different game formats can be used to share experiences on testing and quality principles and practices and explore how they can be applied effectively. The playing formats from the Agile Self-assessment Game (benlinders.com/game) can be used to play with these cards. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.

Facilitation is key when playing with these coaching cards. Ben Linders will present how to prepare a game session and facilitate it, what can be done to keep people engaged, and how debriefing can help to pull out learnings and ideas for improvement.

Takeaways:

- Show how to use gamification to self-assess your current way of working.

- Present examples of playing games with the Agile Testing Coaching Cards and Agile Quality Coaching Cards.

- Explore how facilitating games can help to enhance quality and testing in agile teams.

Digitalization has been changing existing industry B2B businesses, digitalization business models arrived and the Digitalization solutions need to be developed to support this. The sudden enforcement of social distancing has given the digital transformation a significant push forward. How do we develop innovative Digitalization offerings in the future? We will show how to seize these opportunities and forge new paths toward the new normal for Software Engineering.

Target Audience: Software Engineers, System and Software Architects, Software Managers
Prerequisites: Knowledge in Software Engineering Practice
Level: Basic

Stories from a High Performing Team is a talk about the teamwork in a software development team at ThoughtWorks, a global Tech Consultancy. The team including the speakers - Jennifer (Developer), Xiaofan (Experience Designer) and Ursula (Business Analyst) - have been working for 14 month together which is a rare case in the consultancy business. The team is known for being high performing and today they want to share stories and practices for agile software development teams on how to reach this level.

Target Audience: Developers, Business Analysts, Architects, Project Managers, Delivery Principals
Prerequisites: Agile Mindset, Modern Softwaredevelopment understanding
Level: Advanced

Unfortunately, the session is cancelled without replacement.

With AI entering more and more aspects of our lives, scepticism and worries towards this technology are increasing too. Empathy towards basic human needs and a great User Experience can help AI being more widely accepted and used.
But how to get there?
After covering basic UX principles, the talk will deep dive into the fields of trust, transparency and explainable AI.
The goal is to outline a path to a fruitful collaboration and mutual understanding between humans and AI.

Target Audience: Software Engineers, Data Scientists, Product Owners, Researchers, Designers
Prerequisites: None
Level: Basic

This talk describes how to build and run a successful product development organization that delivers business value, not just features. I will cover what makes effective product development teams, how to structure, loosely couple, align and choreograph them, especially in larger organisations with up to 100 teams. Methods I will talk about include OKRs and Kanban Flight Levels. In this context I will also show when and how decentralised product teams can benefit from centralised platforms.

Target Audience: CTO, Manager, Decision Makers
Prerequisites: Experience with software development at scale
Level: Advanced

Within DDD we have the perspective of strategic design where we can split a large-system into multiple sub-domains, each having its purpose and responsibilities, where teams can work in autonomous, clean bounded contexts. One of the most effective ways to define these boundaries is by collaborative modelling with all the stakeholders involved in these domains. Join us were we share war stories about our experience doing collaborative modelling in several companies with 30+ people.

Target Audience: Architects, Manager, Decision Makers, Tech Leads
Prerequisites: None
Level: Advanced

Extended Abstract
As a business, we want to make sure our software can handle changes when the business changes. We want to define boundaries that support the flow of the business value. Within Domain-Driven Design we have the perspective of strategic design. A perspective where we can split a large-system into multiple sub-domains, each having its purpose and responsibilities. Within these sub-domains, teams can work in autonomous, clean bounded contexts. One of the most effective ways to define these boundaries is by collaborative modelling with all the stakeholders involved in these domains. But that poses real challenges: What exactly is the definition of a (sub)domain? What is problem space? How can we form a common language of these boundaries? How does a customer journey fit in? And how do you decide and come to a single model in a large group, where everyone shares that same model on a high level?
Join us in this talk where we will show and tell war stories about our experience of having done collaborative modelling in several companies. We will tell our successes, but more importantly our failures and what we learned from them. What are the key heuristics we think that makes a collaborative modelling session with 30+ people, without any DDD knowledge, succeed? What are the skills we need to learn to facilitate it, and how can we make a company not dependent on us as consultants to continue their journey? You will leave with the knowledge of how to start your own collaborative modelling of your domain boundaries. We tell you our definition of (sub)domains, problems and solution space, and how we explained it to the companies we consulted. Providing you with new perspectives on how to embed this as a ritual in your company.