As of Feb 20th 2014, the following folks have registered for the Agile India Conference
Roles – 320
|Account Qlty Manager||Agile & Lean Coach||Agile Business Analyst|
|Agile Coach||Agile Coach and Strategist||Agile Coach, Trainer, and Consultant|
|Agile Coach Wrangler||Agile Coach/Scrum master||Agile CoE Leadership Team|
|Agile Consultant||Agile Practitioner & Consultant||Agile Product Manager|
|Agile Program Consultant||Agile Project Manager||Agile Strategist & Coach|
|Agile Technologist||Agile Trainer and Coach||Agile Transformation Consultant|
|Agile Transformation Manager APA||ALM R&D||Analyst IT|
|Application Analyst||Application Developer||Architect|
|Assistant Manager||Assistant Manager Process & Quality||Assoc. Director – Projects|
|Associate||Associate Architect||Associate General Manager – Consulting|
|Associate Java Developer||Associate Professor||Associate Project Manager|
|Associate VP||Asst Manager Process & Quality||Author|
|Blogger||BTS Head of Corporate||Business Analyst|
|Business Manager||Business Transformation Coach, Agile Coach, Open Space Facilitator||CEO|
|Chief Consultant||Chief Architect||Chief Consultant|
|Chief Functional Architect||Chief Scientist||CI Expert|
|CIO||Client Partner||Client Principal|
|Coach||Code Monkey||CoE Head|
|Co-Founder and CEO||Collaboration catalyst||Competence Group Manager – M2O|
|Consultant||Consultant – Agile Center of Excellence||Consultant Manager|
|Contact Centre Team Lead||CTO||Customer Care Associate, GM Solutions & Tech|
|Delivery Excellence Head||Delivery Head||Delivery manager|
|Delivery Manager / TTS / Delivery Services||Dev Management Products||Dev Staff Engineer|
|Developer||Development Line Manager||Development Line Manager – EPG Product|
|Development Manager||Development Manager/Expert||Development Project Manager|
|Development Vice President||Director||Director – Agile CoE|
|Director – Head of Software Development||Director – Product Marketing||Director – Products|
|Director – Projects||Director, Agile Software Engineering||Director, Engineering|
|Director, India Sales Operations||Director of Engineering||Director of Platform Development|
|Director Quality||Director, R&D||Director- R&D Competency|
|Director Technology||Director-Projects||Doctoral Student|
|Engineer IT||Engineering Manager||Executive|
|EXECUTIVE DIRECTOR||Executive Manager, Risk Advice||Expert Software Engineer|
|Foudner||Founder||Founder & CTO|
|Founder CEO||General Manager||General Manager – Quality|
|General Manager and Market Principal||GM, Head : Continuous Improvement||Group Manager – Consulting|
|Head – IT,Defence and Aerospace markets||Head – Technology Competences||Head of Delivery|
|Head of Engineering||Head of IT Delivery Competence Groups||Head of Offshore Development|
|Head of People and Culture||Head of Project Management||Head of R&D Operations|
|Head of Technology – Customer Systems||Head of Technology – Group Platform||Head- Organisational Markets|
|Independent||Integration Manager||IT Architect|
|IT Portfolio Manager||Lead||Lead Application Architect|
|Lead Consultant||Lead Consultant – Business Analyst||Lead Program Integrator|
|Lead SCM Engineer||Lead Software Engineer||Lead System Designer|
|Line Manager||Manager||Manager – Application Development|
|Manager – Engineering||Manager – Projects||Manager / Scrum Master|
|Manager – Software Development||Manager Delivery Services||Manager IT|
|Manager Program Management||Manager QA||Manager Software Development|
|Manager, Software Development Engineering||Manager-Software Development (ERP)||Managing Director|
|Marketing & Events Specialist||Marketing Manager||Marketing Programs Manager|
|Marketing Programs Manager1||Portfolio Manager||Portfolio Project Manager|
|Practice Head||Practice Head – ATS||Practice Head – Lean and Kanban|
|Practice Manager – SMAC||Practice Tech Lead, MCDE||Pre-Sales Manager|
|Pre-Sales (Technical Consultant)||President, Asia Pacific Operations||Principal|
|Principal Agile Coach||Principal Consultant||Principal Consultant – ERP, EAS Analytics|
|Principal Engineer||Principal Engineering Project Manager||Principal Group Program Manager|
|Principal Program Manager||Principal Researcher||Principal Software Developer|
|Principal Software Engineer||Process Manager||Product Developer|
|Product Governance Head||product Management||Product Manager|
|Product Manager B2B/B2G||Product Manager, Solutions||Product Marketing|
|Product Owner||Product Specialist||Product Test Analyst|
|Program Architect||Program Director||Program Director – BSC|
|Program Management Advisor||Program Management Senior Advisor||Program Manager|
|Program Manager – Agile Transformation and Scaling||Program Manager – CM||Programmer Analyst|
|Project / Program Manager||Project Analyst||Project Lead|
|Project Manager||Project Manager IT||QA Associate Manager|
|QA Engineer||QA Head||QA Manager|
|Quality Analyst||Quality Assurance Architect||R&D Head|
|RM – South||Sales Manager||Sales Specialist|
|Scrum Master||Senior Agile Coach||Senior Agile Practitioner|
|Senior Architect||Senior Business Analyst||Senior consultant|
|Senior Delivery Manager||Senior Delivery Manager / TTS / Delivery Services||Senior Design Engineer|
|Senior Dev||Senior Development Manager||Senior Director|
|Senior Director – Projects||Senior Engg Project Manager||Senior Engineer – Process|
|Senior Engineer Specialist||Senior Engineering Manager||Senior Engineering Project Manager|
|Senior Group Manager||Senior IT Engineer||Senior Manager|
|Senior Manager – Agile Working Group||Senior Manager – Development||Senior Manager – LEAN|
|Senior Manager , Program Management||Senior Manager – Projects||Senior Manager – Quality|
|Senior Manager – Release Management||Senior Manager – Test Engineering||Senior Manager Business Development|
|Senior Manager of Engineering||Senior Manager Projects||Senior Manager Software Development|
|Senior Manager Technology||Senior Product Manager||Senior Productivity Expert|
|Senior Professional||Senior Professional – Technology Analyst||Senior Program Manager|
|Senior Project Lead||Senior Project Manager||Senior Quality Engineer|
|Senior Software Developer||Senior Software Engineer||Senior Software QA Engineer|
|Senior Sofware Engineer||Senior Sourcing Specialist||Senior Systems Analyst|
|Senior Systems Specialist||Senior Tech Lead||Senior Technical Architect|
|Senior Technical Lead||Senior Technical Presales Specialist, Sales||Senior Technical Staff Member|
|Senior Test Engineer||Senior Vice President||Senior Quality Assurance Engineer|
|Software Architect||Software Artisan||Software Consultant|
|Software Developer||Software Development Advisor||Software Development Engineer|
|Software Development Manager||Software Development Staff Engineer||Software Engineer|
|Software Engineer Manager||Software Engineer Senior Manager||Solution Architect|
|Sr Analyst – Apps Prog||sr. developer||Sr IT QA Manager|
|Sr manager||SR. MANAGER, IT||SR. QA ENGINEER – II|
|Sr Quality Engineer||Sr Technology Manager||Staff Engineer|
|Student||SYSTEM ANALYST||System Specialist|
|Systems Analyst||Systems Analyst – Test Engineering||Systems Engineer|
|Systems Specialist||Team Lead||Team Manager|
|Tech Lead||Technical / Process Advisor||Technical Architect|
|Technical consultant||Technical Director – Product Management||Technical Lead|
|Technical Program Manager||Technical Specialist – Quality||Technologist|
|Technology Specialist||Test Practice Lead||Test Senior Engineer|
|Test Technologist||UK Director||UX wrangler|
|Vice President||Vice President – STB Solutions||Vice President and Regional IT COO|
|Vice President, R&D||Vice President-Engineering and Delivery||VP, Chief Quality Officer|
|VP Global Sales||VP Solutions|
Organisations – 205
|IIM Bangalore||3Five8 Technologies.||7N|
|Aconex||Aditya Birla Minacs||ADOBE SYSTEMS|
|Agile Coaching Institute||Agile FAQs||Agile Partnership|
|AgileSparks||Aguai Solutions||Alcatel Lucent|
|Alliance Global Services||Allscripts India||Amadeus Software Labs India|
|Amazon India Development.||Amdocs||AON|
|Artech Infosystems||Arts Interstices||Asprotunity|
|BigVisible||Bizsciences LLC||BMC Software Inc. Pune|
|BNP Paribas India Solutions||Bold Mover||Brainysys Technologies|
|bwin.party||CA Technologies||Catalise Consulting|
|CatalystOne Info Solutions||ceezone||CeeZone Consulting|
|CodePink||Cognizant Technology Solutions||CollabNet|
|Consulting||Crest Premedia Solutions||CSC|
|Cybage Software||David J Anderson & Associates||Dell|
|Digite Inc||Directing the Agile Organisation||Direction Software Solution|
|DispatchTrack Inc||DreamOrbit Softech||DSS|
|E. Slomba Arts Interstices||Edventure Labs||EMC Corporation|
|Enteleki||Enteleki Technology Solutions||Entrib Technologies|
|Envestnet||Equal Experts||ExelPlus Servcies|
|Exfo||Exilesoft||Fiberlink Software, an IBM Company|
|Fidelity IBS||Fidelity National Financial||FMR India|
|Ford Technology Services India||GE Energy||GE Healthcare|
|HeadEnd Group||Honeywell Technology Solutions||Hoppr|
|HP||Huawei India||Huawei Technologies India.|
|IBM||IDRBT||IFS Research and Development International LTD|
|IHS Global||IIM Bangalore||IIT Bombay|
|INNOVENTES TECHNOLOGIES||INTEAMO INNOVATIONS & SOFTWARE PRIVATE LIMITED||Intel Corporation|
|Intel Technology India||Intelliant||IQ Business|
|Ishi Information Systems||IVY Comptech||Jeeves Information Systems|
|J.P. Morgan||Khanyisa Real Systems||L&T Infotech|
|Lynne Cazaly||managewell.net||Manipal Global Education services|
|Marin Software||Markit India||McAfee Software India|
|Mckinsey & Company||Mic||Micromen Software Solutions|
|Microsoft||Milaap Social Ventures||Mindtree|
|Misys||Multunus Software||Napa India|
|Nokia||Nokia (Maps Division) (HERE India)||NotiPhi|
|P5Systems||Paypal India||Persistent System|
|Philips Electronics India||Pitney Bowes||PMI India|
|Pragmatic Programmers, LLC||Principal Global Services.||Prowareness|
|PubMatic||Purple Candor||QAI India|
|Rally Software||REA Group||Red Panda.|
|RENISHAW METROLOGY SYSTEMS||Rotary International||Sabre|
|Sabre Holdings||SAP Labs India||Sapient Consulting|
|SAS Research & Development||Scaled Agile, Inc.||Schlumberger|
|Self||SHOPPERS STOP LTD||SIEMENS|
|Siemens AG Healthcare||Siemens Technology & Services.||SITA|
|Smartesting||Societe Generale||Software AG|
|Software AG Bangalore Technologies||Software Artisan||SolutionsIQ India|
|SunGard Consulting Services||Symphony Teleca Corporation||Synerzip Softech India.|
|Target Corporation||Tata consultancy services||Tavisca Solutions|
|TENAGA NASIONAL BERHAD||Tesco Hindustan Service Center||Tesco Hindustan Service Center, Bangalore|
|Toobler Technologies||Unicom Learning||Valtech|
|WaveTable||Winjit Technologies||WIPRO Technologies|
|With Great People||Woolworths||Xebia IT Architect|
|Xerox||Xicora Consultants||Zen Digital|
Countries – 28
|Country||# of Attendees|
With the increase in the consumer demand and change in the market dynamics, the number of new products that are launched in our market have increased tremendously. The passion of these young entrepreneurs have inspired thousands of young minds to develop new solutions to new/existing problems. However the success of these products are largely driven by the consumer expectation and passion is only a driving force.
Ash Maurya, a serial entrepreneur is running a 2-day workshop about building successful products at Agile India 2014. In this 2-day hands-on workshop, you’ll learn a systematic methodology, developed through rigorous testing of Lean Startup, Customer Development, and Bootstrapping techniques on hundreds of products, that will show you exactly how to build what people want.
He is the founder of Spark59 and also the author of ‘Running Lean’. Currently he is working on his new book ‘The Customer Factory’.
We had a short chat with him to understand his views about building successful products.
Bringing a new product to market, whether at a large enterprise or startup, is riddled with extreme uncertainty. Most products fail.The key to raising these odds is prioritizing learning around what’s riskiest (not easiest) in the business model.The first phase of the journey is getting to a business model that works. This can be characterized as a “search” problem where speed is key. The best mode of operation here is the startup. Enterprises that want to explore new or disruptive innovation should model themselves after startups.The second phase of the journey is scaling that business model. This can be characterized as an “execution” problem where systems and processes become increasingly important. Here the startup needs to mature it’s practices and can learn a lot from existing enterprises.
The job of a business model is to create, deliver, and capture customer value.The Lean Startup embodies the customer in every part of the process. All experiments have to end in customer learning and you aren’t making progress until you can demonstrate customer value.It is through this continuous feedback loop with customers that we break the product development silo and build more products that people want.
The biggest pitfall with any kind of modelling is falling into the analysis/paralysis trap. I recommend time-boxing business model creation to no more than a day and then shifting all the effort to business model validation using the other tools in the Lean Stack suite.
I truly believe we are going through a global entrepreneurial renaissance which represents an incredible opportunity for all of us.But while we are building more products than ever before, the sad reality is that the success rate of these products hasn’t changed much.The odds are still heavily stacked against starting a new business and most of these products will unfortunately fail.The good news is that a lot of these big bang failures can be outright avoided and instead replaced with a more systematic approach to building successful products.The number one reason why products fail is not because we fail to build what we set out to build but because we waste needless time, money, and effort building the wrong product.I attribute the entrepreneurs unbridled passion for their solution to be the top contributor to this failure.
The key is shifting your perspective from having more passion about just your solution to having as much (if not more passion) for your customers and their problems.
This will be hands on workshop with part lecture and part hands-on exercises where you will work on moving your business forward using lean techniques.The first day will be all about modelling your business into a more more manageable and testable framework. While the second day will be all about stress testing this business model through carefully designed experiments.By the end of this 2-day workshop, you will have an actionable plan for what to do next to move your business or product idea forward.
This workshop has limited seats. Book early to avoid disappointments: http://booking.agilefaqs.com/agile-india-2014#workshops
The need for an Agile coach and a right channel for coaching has become imperative for many Agile organisations. This forces us to nurture a community of coaches who understand the role requirements and goes beyond the usual to tackle the implementation challenges. Lyssa Adkins and Michael Spayd are pioneers in coaching the Agile coaches to handle large enterprise problems. Their experience in life coaching and expertise in the industry gives them an edge. They have more than 15 years of experience in leading projects and organisations.
Lyssa is also trained as a Co-active coach and leader. She authored ‘Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition’ in 2010.
Michael is trained as a Team and Organizational coach, in co-active leadership and in executive coaching.Currently he is writing a book called Coaching in the Agile Enterprise.
Lyssa and Michael are running a workshop at Agile India 2014 for Agilists who wants to increase their overall Agile coaching skills, including in the areas of Teaching, Mentoring, Facilitation, and Professional Coaching.
We had a short chat with them to understand their views about Agile Coaching
1. What is the role of an Agile Coach in the Agile transformation journey?
Lyssa Adkins: You know Agile coach is a word that we just use generically because almost every corporation has their own version of these words. They’ll say “XP coach” or “Scrum Master” or “Agile Project Manager” or something like that. And we’re not really religious about which form or the word we use. What we care is about how the coaches help teams move beyond just getting the practices up and running and, into helping teams on their joyful and deliberate pursuit of high performance. It’s really going beyond what we would consider as a basic Scrum Master or XP coach for example.
Michael Spayd: It is, as Lyssa is saying, a pretty broad range of definitions. The word “coach” is interesting too because it’s such an overloaded term. You know, it means sports coach to some people, it means professional coach – like a life coach or an executive coach to some people, and it means kind of you having coaching by your manager which really means telling you what you need to do or you are going to get fired.And that’s created some confusion around what Agile coaches do and a really wide range of activities they do.
We’ve done some writing about that and talked about all the competencies that Agile coaches need to have. But basically they stand in a position or work in a position that’s kind of like a team leader in a certain way and kind of outside the team, helping the team, serving the team, and helping the team become a better team. Not like doing things for the team, not getting and making all the decisions for the team – anything like that, but really trying to help the team become a better team.
2. What does it take to be an effective Agile Coach?
Michael Spayd: Well this is where the term Agile coach is both overloaded and really big actually, there’s a lot of things to do as an Agile coach. So we look to impart facilitation, like professional facilitation and having skill at being a neutral facilitator of meetings and events (you know games whatever it is in the Agile environment). And help leading teams through that without getting involved in the content without voting on “Oh you should do this way” but actually helping the team get better themselves.
The thing that most people think about when they think about an Agile coach is what we call an Agile-Lean practitioner, so knowing about the Agile processes, knowing how the values relate to the principles, relate to and generate the practices, how you innovate, how you modify them in a consistent way – that sort of thing – so all the world of knowing all about Agile and Lean. That’s one big, big piece but it’s definitely not the whole shooting match.
Lyssa Adkins: The predominant role we’re playing now is to help coaches create awareness in themselves of which of those disciplines (we didn’t even go through all of them but we’ve gone through a good number of them) they have solidly and which they don’t. And how at any given moment they will choose which one serves the purposes of the transformation best.
Michael Spayd: So making for an Agile coach in terms of transforming or working with a team they have to draw on this pallet, if you think about this, because coaching, facilitation, teaching, mentoring, Agile Lean practitioner. It’s like a pallet of colors that you are painting with so to speak, and the art of it, in a lot of ways, is which one do you choose at which time to help an organization make this transition.
Lyssa Adkins: We recognize that transformation is about “transformation”. Which means you can’t consult your way into it, you can’t cajole someone into it, you can’t make them do it. It’s a lot about each individual person and how that radiates out to a whole organization. So, in the center of all of those disciplines is this thing we call the coaching stance. Which is very much just like a home base that an Agile coach comes back to as a way to help activate in other people their next positive steps towards the transformation they see needs to take place. And that’s how the results stick. That’s how an organization continues to transform once the Agile consultants have left the building. And that’s an important thing for us. I guess the higher calling of why we’re together is that Agile is this incredible positive transformation virus. It is unleashing a wave of positive change everywhere that it goes. And we believe that Agile coaches when they are well equipped are powerful transformation agents to help that virus spread in a positive and useful way. Not only for people but also for products.
3. What are the key take-aways from your workshop?
Lyssa Adkins: Well instead of us telling you about the take-aways from our workshops, you can find the testimonials from our participants on ‘Our Impact’ page in our website.
This workshop has limited seats. Book early to avoid disappointments: http://booking.agilefaqs.com/agile-india-2014#workshops
Goals: Learn and practice Agile by doing Agile. Build community. Make art!
The concept: During three evenings, we’ll create a visual art piece together. We’ll create new connections among attendees and build and reinforce the community of Agilists in India and around the world. On the fourth day, we’ll display our art. Finally, we’ll give pieces of our art as gifts to each other to take home with us as reminders of our potential to create greatness together.
The art piece will be a large two-dimensional wall hanging. The center of the piece will be the Agile India logo. We’ll create both the central theme and smaller scale contributions that represent each of us as individual people. We’ll get help from a small team of artists and designers from McAfee in Bangalore.
We’ll use Scrum to execute the piece during the first 3 evenings of the conference. We’ll work in 1-hour sprints to create the piece in three-hour-long sessions. Richard Kasperowski will play Product Owner, Nagendra Kumar will play Scrum Master, and the attendees will be the Development Team. Every hour, we’ll plan our sprint, do the work, hold a review, and retrospect to improve our creativity and velocity toward our goal-to complete the piece and hang it on the wall by the end of the third day.
Here is a small video, which demonstrates a similar art event:
On the morning of the fourth day, we’ll unveil the piece, and it will be available for attendees to enjoy. During the afternoon of the fourth day, we’ll dismantle the project by offering pieces of it as gifts to each other to take home. Thus the piece will be both ephemeral and permanent. The unified piece will exist for only a short time, the fourth day of the conference, before we dismantle it. Small individual pieces of art will live on permanently in the homes and offices of the people who take them home with them, as reminders of the community, and as symbols of the power of art and Agile to create greatness together.
Interested to join us? Apply Here!