Agile India 2014 Conference Attendees Profile (20th Feb)

As of Feb 20th 2014, the following folks have registered for the Agile India Conference

Roles – 320

Job Title
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
Solutions Director Speaker SQA
Sr Analyst – Apps Prog sr. developer Sr IT QA Manager
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

Organisation Names
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
Aptean Arc Alternatives ARICENT
Artech Infosystems Arts Interstices Asprotunity
BA Continuum Bankdata/7N Bankwest
BigVisible Bizsciences LLC BMC Software Inc. Pune
BNP Paribas India Solutions Bold Mover Brainysys Technologies CA Technologies Catalise Consulting
CatalystOne Info Solutions ceezone CeeZone Consulting
CenturyLink India CGI Cisco
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
Gembatech Geometric Gislen Software.
Groupon Hansoft HCL Technologies
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
Impelsys Independent Industrial Logic
Infocareer Infosys InMobi
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 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
NSN Oracle Ostrya Labs
P5Systems Paypal India Persistent System
Philips Electronics India Pitney Bowes PMI India
Pragmatic Programmers, LLC Principal Global Services. Prowareness
PubMatic Purple Candor QAI India
Qualcomm QUALCOMM INDIA Quintiles
Rally Software REA Group Red Panda.
Sabre Holdings SAP Labs India Sapient Consulting
SAS Research & Development Scaled Agile, Inc. Schlumberger
Siemens AG Healthcare Siemens Technology & Services. SITA
Smartesting Societe Generale Software AG
Software AG Bangalore Technologies Software Artisan SolutionsIQ India
Sparks59 Suncorp SunGard
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
TheTrainline Thomsonreuters ThoughtWorks
Toobler Technologies Unicom Learning Valtech
Valuemomentum VMware Walmart
WaveTable Winjit Technologies WIPRO Technologies
With Great People Woolworths Xebia IT Architect
Xerox Xicora Consultants Zen Digital

Countries – 28

Country # of Attendees
Australia 17
Bangladesh 9
Canada 2
China 12
Denmark 6
Egypt 7
Finland 2
France 5
Germany 1
Gibraltar 1
India 789
Indonesia 9
Israel 5
Japan 2
Malaysia 5
New Zealand 4
Norway 1
Pakistan 3
Russia 21
Singapore 13
South Africa 3
Spain 1
Sri Lanka 15
Sweden 2
Uganda 1
Ukraine 3
United Kingdom 8
United States 34


Gender Count
Male 746
Female 244

Interview with Ash Maurya – Running Lean

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.

Ash Maurya

He is the founder of Spark59 and also the author of ‘Running Lean’. Currently he is working on his new book ‘The Customer Factory’.

Running Lean

We had a short chat with him to understand his views about building successful products.

1. What is one important lesson that the large enterprises should learn from startups and vice versa?
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.
2. How does Lean Startup help companies to deliver a customer centric product?
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.
3. Your Lean Canvas is an excellent tool to help companies articulate their business model in a simple format. Are there any gotchas that companies should be aware when using the Lean Canvas?
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.
4. India has a budding Startup culture. What would be your advice to startups?
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.
5. What is the take away from your Running Lean workshop ?
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:

Interview with Lyssa Adkins and Michael Spayd – Coaching Agile Teams

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.

Lyssa Adkins

Lyssa Adkins Book

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.

Michael Spayd

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:

Agile Art! @ Agile India 2014

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!