Please note:
On this site, there is only displayed the English speaking sessions of the OOP 2021 Digital. You can find all conference sessions, including the German speaking ones, here.

The times given in the conference program of OOP 2021 Digital correspond to Central European Time (CET).

By clicking on "VORTRAG MERKEN" within the lecture descriptions you can arrange your own schedule. You can view your schedule at any time using the icon in the upper right corner.

Track: Business Agility

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  • Tuesday
  • Thursday
09:00 - 10:30
Di 4.1
Dancing the BOSSA Nova – How to Bring a Culture of Experimentation into Your Company
Dancing the BOSSA Nova – How to Bring a Culture of Experimentation into Your Company

This workshop gives a short introduction to BOSSA nova (Beyond Budgeting, Open Space, Sociocracy and Agile combined to support company-wide agility), but is mainly very interactive, supported by various Liberating Structures.

It helps the participants to identify and refine their biggest challenges in the agile transformation in their organization and provides a structure in which they can create and improve a probe that they can start with when back in office.

A practical workshop for probe-sense-responding.

Target Audience: No exclusions, everyone can make a small step
Prerequisites: None
Level: Basic

Edwin Burgers is working in IT for 20+ years in various roles from developer to agile consultant. Since 2009 he supports teams and organizations to become more effective and nimble.
Maryse Meinen is a scrum master and agile coach, helping people uncover better ways.
Spreading the love for true empiricism and for dancing the BOSSA nova is her focus for 2021

Edwin Burgers, Maryse I. Meinen
Edwin Burgers, Maryse I. Meinen
Talk: Di 4.1
14:00 - 14:45
Di 4.2
The Extended Business Model Canvas (EBMC) - Leveraging a Startup-Tool to an Enterprise-Artifact
The Extended Business Model Canvas (EBMC) - Leveraging a Startup-Tool to an Enterprise-Artifact

The Extended Business Model Canvas (EBMC) links Lean Portfolio Management, System Thinking, Lean Product development, and agile development in a way suitable for established enterprises, not just startups.

Two additional components, the "Contribution to Strategy" and "Technical Debt," apply now to both operational and development values. Those components are supported by two special lenses that help agile teams to connect better, align, and achieve more business agility.

Target Audience: Architects, Business Owners, Portfolio Managers, Product Managers, POs, SMs, Agile Teams
Prerequisites: Scaled Agile Frameworks
Level: Advanced

Extended Abstract:
The business model canvas (BMC) developed by Osterwalder and Pigneur explains "how value is created, delivered and captured from an organizational perspective." The BMC excels through the addition of the simple yet effective Value Proposition Canvas (VPC). The BMC combined with the VPC unfolds the driving powers and key pivot points along the operational value stream. It is a valuable Business Agility artifact increasing transparency along the operational value stream.

To link development value streams to operational value streams, it is helpful to abandon the greenfield approach and extend the BMC by to additional components.

The two extensions are "Contribution to the Strategy" and "Technical Debt." Nearly every epic has to legitimate its strategic fit for purpose in a more transparent way. Technical debt is also a matter that has to be dealt with transparently, as it seldom will disappear in the short term.

In this interactive presentation, the participants will learn how the EBMC can be used to help our clients to thrive in the digital age. Depending on the level of audience participation, this will range from a presentation based on the Corona-Warn-App as a use case to an audience-specific workshop.

The secret sauce is: how do we break down Strategy and Technical debt. The presentation shows how these two components can be examined generically to increase transparency.

We do this in three steps:

Recap the application of the BMC and VPC. Let us lookout for some pitfalls when dealing with a more complex intake when there is some ambiguity between the operational and development value stream and the mapping of funding to ARTs. We usually see this when there is a complex mashup between value streams, reverse demand, and regular business, BAU IT-demand, and multiple ARTs.

We add "Contribution to the Strategy" to the BMC to map the complex intake described in #1 and link the greenfield BMC with strategic themes and the portfolio level to integrate the various usually concurring stakeholders.

We add "Technical Debt" to enable the program layer to better participate in environments with complex interwoven system landscapes and numerous different components and platforms.

Kurt Cotoaga started as a research assistant using evolutionary algorithms to solve np-hard problems. Those fascinating problems are still unsolved ...
His first pivot brought him into the product manager role for large online brokerage web sites where he fooled himself and others into mixing up causality and correlation. It was a tough ride in the epicenter of the dot-com bubble burst ...
Having been perpetually torn apart between trying to create business value and pretending to be predictable, he pivoted around 2005 towards agility as a survival kit. From projects via programs to portfolios via products - this finally worked!
The last pivot beamed him into the consulting world, where he helps clients to thrive in the digital age as a Business Value addicted Digitalization Evangelist.
Kurt Cotoaga
Kurt Cotoaga
Talk: Di 4.2
16:15 - 17:15
Di 4.3
What’s That Smell? – How Frustrations Over Different Kinds of Debt Guide Our Agile Transformation
What’s That Smell? – How Frustrations Over Different Kinds of Debt Guide Our Agile Transformation

Together with 100 IT engineers we have been given the freedom to figure out how to transform from doing traditional IT Operations to being agile.

We use Scrum@Scale and Heart of Agile to remove debt; Organizational Debt in the form of old leadership structures that create unclear mandate for scrum roles and prevents organizing around products; Technical Debt that keeps us busy maintaining old technologies and prevents the creation of relevant cloud infrastructure products.

Our story is about how to fuel change through addressing frustrations.

Target Audience: Managers, Coaches, decision makers, Project Leaders, Practitioners
Prerequisites: Basic understanding of agile frameworks and methodology
Level: Advanced

Extended Abstract
In 2017, we together with 100 IT engineers in an internal IT function of an old industrial company set out to transform our organization from being traditional and hierarchical to becoming agile. The fundamental premise was that the top management invited us to change and gave us freedom to figure out how we would accomplish this. In this process, we used different ‘compasses’ such as Scrum at Scale and Heart of Agile that on different levels helped us navigate what step to take next to facilitate the change.

What we have come to realize was that it has been our major frustrations that have helped us navigate with these compasses and make decisions, and that many of the sources for our frustrations have been different kinds of ‘debt’. Organizational debt in the form of ‘old’ leadership structures that created unclear mandate for scrum leader roles and prevented teams from organizing around products. Process debt shows itself in an ITIL operating mindset that kept us from reinventing ourselves as a ‘development organization’ with continuous deployment and end user focus. And technical debt kept us busy maintaining old technologies and systems and prevented focus on learning about the brave new world of ‘the cloud’ and creating new, relevant infrastructure products at high speed. So far our efforts have given us an unexpected happy ending, as even if we still have long way to go on to become truly agile, our changes so far prepared the organization for the unforeseeable: Covid-19.

Our talk is a reflecting experience report about the frustrations that we have met and acted on and on frustrations we are currently living with and trying to act on. It is about how we are slowly uncovering how the past is haunting the organization in so many ways – which is also the reason why the only way forward is a step-by-step process that cannot be planned up front.

We will provide examples from our past – where we have failed and succeeded but, most important, learned – and we will look forward at the challenges we have ahead of us in what we expect to be a 10 year journey towards an agile culture.

Anne Abell has a PhD in "IT project success" from Aarhus University in Denmark and has worked 9 years with the LEGO Group with infrastructure and cyber security strategy and agile transformation.
Rasmus Lund-Jensen has been with the LEGO Group for 6 years where he heads up the transformation in the infrastructure department.
Carsten Jakobsen has 20 years of experience working with agile in different organizations, supporting the LEGO Group for 2 years.
Anne Abell, Rasmus Lund-Jensen, Carsten Ruseng Jakobsen
Anne Abell, Rasmus Lund-Jensen, Carsten Ruseng Jakobsen
Talk: Di 4.3
09:00 - 10:30
Do 4.1
Game Facilitation Primer
Game Facilitation Primer

Tired of running workshops without gamification? Want to move from pure content to engagement? Want to use agile games and don't know how? And maybe most important: How to do that remote/online?

Gamification is the hot topic. Everyone talks about it. Unfortunately nobody knows what games to pick and how to facilitate them. Getting started in this field of highly valuable agile games for workshop facilitation is not easy.

We give you everything you need to design engaging online and offline workshops.

Target Audience: Scrum Master, Agile Coaches, HR, Change Agents, Managers
Prerequisites: None. We'll introduce the topic
Level: Basic

Extended Abstract:
The participants will get a clear image where to go next in gamifying their workshops, trainings, conference sessions. For that we give the participants everything they need to design engaging online and offline events.

The session involves the participants through several interactive activities.

We answer the question how and when to include games. And how to reach learning objectives by guiding the participants through our own Agile Game Mapping.

We show how to prepare for such workshops. With the Agile Game Toolboxes for both online and offline events, participants will take away immediately usable ideas for their working environment. We bring lots of real-world examples “to go”, i.e. physical games to play in offline events, as well as many game designs to be used remotely. Our session will close with answering as many questions as possible.

Since Dennis Wagner started his software development profession at the age of 17 he experienced many times that Agile is the way to go. He works as end-to-end coach and supports both teams and management.
Marc Bless has 20+ years experience as Agile Coach, software developer, and leader. As Solution-Focused Coach and Certified Enterprise Coach he supports organizations on their way to more Business Agility.

Dennis Wagner, Marc Bless
Dennis Wagner, Marc Bless
Talk: Do 4.1
11:00 - 11:45
Do 4.2
Becoming an Agile People Manager
Becoming an Agile People Manager

Is agile management an oxymoron? And if it's not, what does it really involve? I've been exploring what it means to be a good people manager, and especially, to be a good manager in an agile context, where the focus is not on command and control, but on encouraging people to be autonomous and sharing information. In this talk, I will share stories and my own personal "rules of engagement" - principles to guide me and concrete actions or responses to common situations.

Target Audience:
Managers, leaders,
Prerequisites: None
Level: Basic

Extended Abstract:
The world doesn't like testers. As a tester, I spent time and effort trying to improve the world for testers to live in. Then I also became a manager. Now I have to start over to improve the next space! And my plan of attack is to set an example by being the best manager I can be.

Never one to ignore a challenge, I've been exploring what it means to be a good people manager, and especially, to be a good manager in an agile context, where the focus is not on command and control, but on encouraging people to be autonomous and sharing information. In this talk, I want to share stories and my own personal "rules of engagement" - principles to guide me and concrete actions or responses to common situations.

I'll go into:
• The power and danger of empathy
• The rule of yes or tomorrow
• Rituals for trust
• Being authentic and vulnerable
• Leading by example

I'll share things that have worked, things that haven't, and how I reflect on my growth and learnings to keep progressing.

Alex Schladebeck ist eine Testerin aus Leidenschaft. Ihr Herz schlägt für Qualität, Agilität und ihre Mitmenschen. Sie ist Geschäftsführerin und Leiterin der Qualitätssicherung bei der Bredex GmbH.

In diesen Rollen unterstützt sie Kollegen, Kunden und Teams auf ihrer Reise, bessere Qualität zu liefern: in Produkten, in Prozessen und in der Kommunikation.

In früheren Rollen war sie für die Befähigung von Teams und qualitativ hochwertige Systeme verantwortlich. Nun befähigt sie andere, genau das zu machen, und sorgt für eine Umgebung in der Firma, wo jede(r) aufblühen kann.

Alex schaut mit neugierigen Tester-Augen auf die Welt und möchte immer dazu lernen. Sie teilt ihr Wissen und ihre Erfahrungen in Workshops, Coachings und als Sprecherin oder Keynote-Sprecherin auf Konferenzen.
Alex Schladebeck
Alex Schladebeck
Talk: Do 4.2