Sure, you know you need to clean up the lousy codebase that’s falling apart at the seams, but how are you going to figure out what to fix, how to fix it, who will fix it-and how you’ll get that done while meeting the other commitments of continuing to deliver new value to your customers?

We’ll discuss figuring out business’s goals and priorities, then look to things like codebase metrics, defect rates, and source code churn in order to determine what areas of the codebase to work on.

Armed with that information, we’ll talk about different ways to negotiate getting technical debt paid off while meeting your larger goals of continuing to ship value to your customers.

This talk won’t cover best practices (BECAUSE THERE AREN’T ANY) nor will it attempt to convince you there are simple fixes to an unhealthy codebase. What you WILL leave with are ideas on how you can approach creating a strategy for your current situation.

Is your goal to be more nimble and efficient with project delivery?  Are you struggling with requirements gathering?  Come learn how Nationwide turned monotonous poorly attended requirements elicitation sessions into fun productive events by injecting new life into requirements gathering by applying collaborative visual facilitation techniques. Nationwide will demonstrate how participants were empowered with engaging interactive activities to streamline the software development lifecycle.  Requirements gathering was transformed from a waterfall process into an iterative agile process reducing Nationwide’s software development lifecycle by over 60 days.  These visual facilitation techniques can be easily adapted for all organizations seeking to expedite the requirements gathering process.

All techniques are highly interactive and empower participants to collaborate in a group setting for the achievement of the defined goal.  These visual facilitation techniques can be easily adapted for all organizations seeking to expedite the requirements gathering process.

A morphing of technology, convenience and aesthetics results in a wide range of possibilities in the world of wearables and techno-fashion. According to a recent ABI Research report, wearable health and fitness devices are expected to hit 169.5 million in five years, a huge jump from the nearly 21 million devices sold in 2013. This hands on workshop will immerse participants into the world of programmable e-textiles through a simple development board. Join in collaborating to invent and create your own techno-fashion project. Dream up a GPS dog collar or make a dazzling tiara. The technology is as easy as connecting a battery, copy and paste the code. Leave with resources on how to make your idea a reality.

Thanks to advances in technology, anyone can have super powers. And best part is, it doesn’t even cost a fortune to build. This talk will feature Scott Preston and his exoskeleton, (aka Iron Man Suit). The talk will provide insight into the electrical and mechanical aspects of the suit as well as all the tools and machines used to build it. In addition to the Mark 1 suite Scott will introduce prototypes and designs for the Mark 2.

Mobile 3D Scanning is the use of mobile devices to capture digital 3D models of physical subject matter and environments. Mobile 3D Scanning is the future of digital imaging and will play a significant role as we enter the era of mass customization. By working in conjunction with other next generation tools such as VR headsets, CNC machines, 3D printers and 3D modeling software, Mobile 3D Scanning will impact all aspects of consumer life in the coming years.

Knockout Concepts develops proprietary Mobile 3D Scanning technology in Columbus, Ohio. Join co-founders Brooks Myers and Jake Kuttothara as they discuss Knockout’s journey to develop their latest solution, the KS-1 scanner, and enjoy a hand’s on demonstration of this next-gen tech.

Most of us have seen a 3D Printer (3DP) in action, but how does a 3D image actually turn into a printed object? We will start by looking at how a 3D model is sliced and a tool path is created. Then explain model slicing settings and how it effects the parts. We’ll talk about some of the common types of 3DP including FDM, Polyjet, SLA, etc. And then we will finish with the current uses for 3DP from prototyping and low volume production to hydroforming and more.

Every day, brilliant programmers around the world write awful tests.

These days, most developers write tests. If anything, the number of ways to test your code has become overwhelming, no matter what language you’re using. Most teams, exhausted by navigating the countless paths before them, are content if things are tested at all, lacking the energy to really probe whether their tests are any good.

This workshop isn’t about how to write tests. Our goal is to equip participants with habits to continuously improve how they write tests as they practice. We’ll do that by demonstrating how we learn new things about testing, by leading interactive exercises, and by facilitating discussion among the participants.

In 2011, Todd Kaufman and Justin Searls founded Test Double, a software agency headquartered here in Columbus. Its mission: seek out what’s broken about software development and to do our best to fix it. Today, Test Double has a team of developer consultants stationed all over the US and Canada, working alongside businesses to make software that’s better for everyone.

Have you ever built the wrong product the right way? Are you confused about how to balance user needs and business needs?

In this short session we will be taking a raw idea and creating a scoped Minimal Viable Product (MVP) tested against real users!

You’re going to learn how to identify and manage stakeholder expectations, define features, prototype, test and validate your “big ideas” with a methodology akin to design sprints and lean UX. Leaving you with the tools needed to crush your next project.

The 21st century has seen the emergence of a hyper-competitive marketplace characterized by innovative business models, better informed and demanding customers, nimble and smarter competitors and a rapidly changing regulatory and threat environment. In this dynamic global marketplace that is fueled by constant changes in the underlying social, economic, political and technical landscape. Competitive advantage, market valuations and reputations that used to take decades to build and develop are created and destroyed in a matter of weeks and months. Many of today’s successful Digital Businesses such as Wealthfront, Lending Club, Uber, AirBnB, Tesla and Kaggle were born Digital. They have a significant structural advantage that allows them to achieve Minimum Efficient Scale rapidly by leveraging today’s technology infrastructure and processes to act as challengers and disruptors in traditional industries. Salim Ismail from the Singularity University calls these companies Exponential Organizations (ExOs).

An Exponential Organization is one whose output (or impact) is disproportionally (10x) larger than its peer because of the use of innovative organizational techniques that leverage exponential technologies. In short, ExOs have Business Agility as a core capability that allows them to out-maneuver significantly larger and more established competitors in all industries. As today’s incumbents compete with this new breed of ExOs, they have to recognize that their fate is inextricably intertwined with technology and the road to becoming an ExO is paved by the smart and effective use of technology to reimagine every aspect of their business. However, many of these incumbents are saddled with IT departments, organizational structures, management models, operational processes, workforces and systems that were built to solve “turn of the century” problems of the past.

In this talk we will focus on why IT as we know it is dead and what today’s IT organization’s can do to go beyond operational excellence and deliver a distinctive strategic positioning through innovation and the pragmatic use of technology.

After more than 14 hours together, we’re all about to leave this year’s conference with more ideas than we can remember and more to-dos than we’ll have time to do. How do you prioritize? How do you make sure that what you DO do is the best thing TO do? And, what can you do as a result of attending this conference to continue learning, developing and experimenting with agile?

Jason knows how powerful a well-crafted and well-placed question can be. Starting in 2001, when a college professor asked Jason a single question that changed the direction of his life until just last month when his 4th book was published, Jason has been studying the impact of thinking about thinking. And, taking micro-actions to improve your work and your life. Be sure you get a copy of his book, and join him as he closes the conference sharing with us the 5 questions to ask to get anything started.

Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead.

Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership.

Much of what we’ve learned about management and motivation isn’t necessarily wrong, it’s just inappropriate and ineffective for knowledge work. To create a truly impactful knowledge work environment, you need to use appropriate leadership styles and create an environment that allows people to achieve their highest potential. Doc takes a look at types of work, the management styles that work best for them, and the qualities necessary to create a high-performing knowledge work culture.

Undermining an Agile Transformation is something many people, unfortunately, experience. This leads to Waterfall projects in Agile sheep’s clothing. The fox is in the hen house and is running amok. The root mechanism to undermining agile is no different than undermining any other idea. In this talk, I’ll share my real world experience with agile transformations and the hidden mechanisms that make it harder than most people realize. The goal is bring to light the mechanisms that can cause so many transformation efforts to fail. We’ll cover some the techniques that transformation coaches accidentally use that cause them to undermine themselves. As Jerry Weinberg said, “No matter how it looks at first, it’s always a people problem.” This remains true, but the question is how. We’ll cover the key critical escalating steps that are used to undermine agile as well as 6 ways agile coaches undermine themselves.

We make thousands of decisions every single day. Some take thought, and some are just instinctual. How many of those decisions are based on fear? Fear of the unknown, fear of embarrassment, or maybe just fear of spiders? We will look at ways fear shapes our everyday lives, and how we can control it to make more rational decisions. Don’t let fear shut you down, make it an opportunity for success.

Does your team ever write scenarios that seem implementation heavy? How about scenarios that feel too vague? This session will take attendees through the art of decomposing user stories into well formed automatable acceptance criteria, from the point of view of a developer and a product owner. Together we will explore the gherkin syntax (given/ when/ then), the trades offs that exists when we change the words we use, and how this can affect the software you build. Attendees will walk away from this session armed with information to help them write better gherkin and make better informed decisions around the words they use.

Facebook , Netflix, Amazon, Tesla. Spotify, Apple   – what do all of these great organizations have in common?  World class engineering!  Purposeful engineering philosophies, cultures, tools, practices, and people have enabled ideas to go to reality and created market leaders. In this session we’ll explore practices local leading edge firms are using to support a agile, high value delivery organization.

Moderator: Ben Blanquera
Panelists:
Alan Gilbert – VP Engineering and Analytics, CoverMyMeds
Adam Torres – Founder, TeamDynamix
Matt Grover – CTO, Clarivoy
Tim Heller – VP Engineering, Fuse Cardinal Health
Zac Dziczkowski – Founder, Garageio
Frank Lamantia – VP Engineering, CrossChx

Gathering requirements from project sponsors, SME’s and power users is great until you realize that the most valuable assets were the least voiced and most overlooked contributor to the project: the end-user. Ultimately it is the end-user who has the problem because their current business practices aren’t meeting a business need. Learn ways to empathize with your end-user to get them to TEACH you about their struggles and observe their behaviors to detect underlying issues that have yet to be identified as a problem (inefficient, ineffective and could just be outright wrong!). Then use agility in your analysis to fail fast and learn cheap! No software required! Learn and iterate until you get it right leaving your project sponsor and your end-user in delight.

Building websites is becoming more and more complicated. We’re compensating for this with build tools like Grunt and Gulp. And as our toolset continues to evolve, we become more and more locked into the decisions we made at the beginning of the project. How many times have you needed the latest version of Jasmine, but the Gulp plugin you are using has you locked into an older version? Or, you found the perfect tool, but it’s only set up to work with another build tool? Have you joined another project, or revisited an old one, only to realize that you don’t have any idea how to start it up? These frustrations don’t need to hold back a web development project any longer – maybe we need to simplify.

Let’s simplify our build processes. Using NPM scripts means we don’t have to find plugins for Gulp, Grunt, or whatever other build tool we’re using to simply to run NPM modules. This means fewer dependencies and a much easier upgrade path to newer versions of the modules we need. Let’s create a common development story for multiple projects that makes it easier to onramp new developers, start new projects, and revisit old ones.

You’ll walk away with an understanding of how to leverage NPM to better utilize the wide range of tools available to you to build a better web.

At an Agile-unfriendly Fortune 100 bank, with little budget or domain expertise — and no testers! — our tiny team’s discipline and creativity enabled us to safely and reliably manage risk, deliver value, and earn precious trust. In a project-oriented, non-software-savvy, risk-averse yet risk-unskilled large organization, our efforts were not always understood or appreciated. But Agile practices helped us do just what the organization required: make the best of our limited resources, meet stringent constraints on speed, visibility, and control, and deliver as much value as we possibly could. When under deadlines, we shipped on time and on spec; when free to react to the changing needs of the business, we shipped dozens of high-quality monthly releases, consistently mitigating change risk and minimizing cycle time. I’ll share a few of our most effective maneuvers.

Facing an ever growing backlog of work and a shrinking capacity to manage it, an IT Demand team recognized a need to become leaner. The team embarked on a journey to implement Agile practices to grow beyond the basic huddle board. As a result, they now sprint against a dynamic yet ordered backlog that brings more stability and predictability to their work.

In this session, we will share one team’s Agile journey. Please bring your curiosity and questions to explore Agility outside a software delivery team.

Talk about a bad rap: no name in Agile world gets less praise than that of the tenured, home-grown functional manager. Scrum provides no role. Coaches ask them not to interfere with self-organizing teams. Executives provide little direction. Everyone worries they may be roadblocks to the Agile future. Sound right? Well, they may be about to prove us so wrong.

In this survey, enterprise agility coach Dante Vilardi explains how partial transformations frustrate today’s functional managers, and yet how they just might become stars in the next wave of Agile growth. Many organizations set out into the Agile frontier relying mainly on self-organizing teams. In most cases, this isn’t enough. Dante argues that managers, once mobilized for the task – and aware of their value as “positive disrupters” – can bring sustained focus on key functional capabilities that fuel transformation up and down the organization.

This presentation will ring true with seasoned agilists, who will come to see functional management and transformation through a common lens. It will build from established theories of self-organizing systems, the influence model of change management, and Toyota’s improvement Kata. It will challenge over-reliance on cadence synchronization, team autonomy and matrixed management.

Skeptical that Agile can be applied to strategic goals and projects such as Business Intelligence and data architecture?  Agile doesn’t have to be fragile.  You can build a robust data architecture and business intelligence practice using Agile.

Come join Alex Crabtree and the IGS Business Intelligence team as they guide you through tactics and strategies that work well with Agile and some that you should avoid.  You’ll learn how to deliver strategic enterprise data models, partner with other Agile development teams, run full regression tests with every release, increase your data quality, and make your business partners happy.

Stop being that “reporting” team that’s hindering your Agile development.  Take the lead and become the IT partner that drives your organization forward.

Achieving true agility is about more than just having sprints, planning meetings, retrospectives and the rest of the “ceremonies” present in most agile implementations.  Does your software suffer from long drawn-out deployment cycles?  Is it riddled with bugs when in production, yet tests fine “on my machine?”  DevOps with Continuous Delivery is often the missing piece to the puzzle.

In this presentation you will gain a basic understanding of what is required to have an effective delivery pipeline that would enable your team to release software that drives business success on demand, from any version to any environment, with confidence.  I promise, your team can achieve this with the right tools, right processes, and most importantly, right mindset to make it happen.

Are you excited about adopting Agile? Have you put in place the roles, artifacts, practices, and tools? Are you then realizing the promised benefits – happy customers, quality product, reliable delivery teams, and faster releases?

If instead of an emphatic “yes,” your honest answer is “only some of the benefits,” “inconsistently,” or “we did, initially”, then you’re not alone. Most organizations experience this due to an Agile implementation that is mechanical, rigid, driven by tools and so-called “best practices.” But Agile is much more than a process; it’s first and foremost a mind-set that permeates your actions. Without the mind-set, the practices don’t matter, and you won’t achieve *and sustain* great results.

In this talk, Gil Broza will guide you through an exploration of the values, beliefs, and principles that define Agile thinking. You’ll learn how to choose Agile-minded methods, process, and practices for your needs and context. And with the deep understanding of what makes Agile work, you’ll be able to support mindful implementation and the necessary culture change.

90% of Agile teams are using Scrum. With over ½ a million people trained and certified, Scrum has become, for many the de-facto standard in Agile team organization. But what is next for Scrum? In this talk we discuss the success and future of Scrum and what needs to happen to Scrum to continue its relevance. We describe how skills, scaling and DevOps need to be weaved into Scrum to not only ensure its relevance for the next 21 years, but also help the profession of software development improve.

I believe that leaders must practice what they preach. If they want teams to be transparent and lean, they need to practice themselves and lead by example. We have found this easy to do in complicated systems systems like application development, but how do leaders of social systems incorporate Lean principles? This talk will share some proven techniques that amplify learning, uncover waste, improve your standard work, limit work-in-progress, improve accountability, make decisions faster, and uncover difficult topics.

Are you building the right things to accelerate growth, revenue and profit? Are you responding to new market pressures and stakeholder needs with speed and transparency? Businesses that follow traditional portfolio management strategies create annual budgets, do big upfront planning, and are addicted to resource management. These traditional approaches produce plans that are risky and delay time to market. To succeed today business strategists must develop a new mindset. Agile portfolio management strategies are adaptive focusing on value, incremental funding, continuous planning, delivery groups and speed to market. Every industry is subject to disruption. Only a true agile business is equipped to respond. Apply agile portfolio management strategies and create realistic high value action plans that will inspire your organization, delight your stakeholders and position you to be the disrupter.

Agile development works in very fast, iterative sprints, releasing a product as quickly as possible. It is an excellent way to develop a system; but presents challenges when managing the people side of such fast-paced change. Organizations need time to analyze people impacts, and plan for a smooth transition to a known end state. Yet Agile development is quick, with the end state constantly changing. So, how do you prepare for the people impacts with an unknown future state, working with iterative bits of critical information, and only weeks or days between the finished end product and a release date?

In this presentation, learn the successful strategy that produced less than 10% user errors on Day One; floor supervisors owning the problem solving by Day Two; and business-as-usual ownership of the system and processes by the end of Week One.

If you’d like an alternative to typical, quarter-by-quarter, schedule oriented road mapping (and all the associated waste) then this session is for you. Matt Barcomb will introduce a Cadenced Flow approach to flow-based road mapping. He will first cover how to layout and execute a road map based on models that better fit software planning as well as how to transform your existing plans. Next, using options thinking to frame work will be explored and how to use starting and stopping triggers for options, reducing the need of blind budgeting or project practices. Finally, Matt will wrap up by touching on a few key metrics that will let you monitor and evaluate your new road map.

Creating the correct architecture and making the right architectural decisions before, during and after a project are vital to ensuring your product’s success.  Architecture must meet the needs of your customers today while enabling changes in the future that have not even been thought about today. These decisions  impact not just a single project, but the entire environment and company. Architects must constantly balance their current infrastructure with emerging technologies, the latest in security trends, industry best practices and competitor solutions. As the needs of customers and technology evolve, it is important for architects to create an environment that supports a Lean-Agile approach to delivering value.  Architects need to become enablers of delivery, not roadblocks. Come hear from our panel of real world architects who deal with these challenges on a daily basis.

So you want to transform to Agile! You’ve gone to all the conferences, read all the books, and learned about all the good things to come when you transform to Agile. But has anyone told you about the bad, or even the ugly of Agile transformations?

In this session we will review the good, the bad, and the ugly of Agile transformations and give you techniques to help you over come them.

Protocol Oriented Programming. What is it? How does it work? And why is it so great? As of Swift 2.0, Apple introduced their new concept of protocol extensions, which has changed the face of iOS development. I will be going through an introduction to protocols in a pre Swift 2.0 era and how they have changed post Swift 2.0. I will also go through the more advanced features of Protocol Oriented Programming such as associated types and how protocols can be used in iOS unit testing. Then I will wrap it up with a game framework that I have built in a protocol oriented way.

We now take it as a given that software products must evolve, and rapidly, if they are to succeed. But how do you know which parts of your code base are likely to undergo radical transformation and which will will change more slowly? Fortunately, we have other examples we can look to for answers. In 1994, Stewart Brand described how buildings adapt over time when he published “How Buildings Learn”. In this talk, we’ll examine the nature of change in construction and other industries. The patterns seen elsewhere tell us a great deal about how we should approach building software in need of continuous adjustment and revision.

To write code efficiently, we need to be able to rely on our tools. Editors always save files when we ask them to, version control systems restore old files when we ask them to, and so on. This is reproducible: the tool reliably does the same thing when given the same inputs. Many tools lack this reliability, but there does seem to be a positive trend, which we examine in this talk. First, we compare the designs of Git, React, and Bundler, each of which relies on reproducibility and was a huge improvement over its predecessors. Then, we imagine what other benefits might come from continuing to focus on reproducibility in our tools.

Let’s have a conversation about taking ownership of life and work. Far too many good, motivated, hard-working people get stuck in jobs they don’t want, projects gone bad, work problems and careers they don’t enjoy, and companies they resent. It happens to individual contributors and it happens to leaders. It can happen to us all. Mastering self-direction and leadership starts with mastering responsibility. Mastering responsibility releases the victim mentality, turns coping into growing, and transforms talking about problems into solving problems. Those who practice responsibility identify and own what they really really want — and go for it. They change how they organize, follow and participate in their world, which in turn leads to enjoying far greater productivity, self-direction, shared leadership, and good will. When you learn about, apply, and practice The Responsibility Process (discovered, documented, and perfected over the last 30 years) you too can discover for yourself how you are far more powerful and able than you likely give yourself credit for. The Responsibility Process fosters a natural pattern in your mind; a process that you can repeat and rely on to create change and behaviors that matter.

There is no doubt that DevOps is exciting: new tools with cool names, bringing automation to repetitive manual tasks, all geared to enable your team to be much more responsive to customers. But the promise of DevOps will quickly unravel unless leadership works to foster a culture of trust. Learn about the 13 behaviors that build trust.

The heartbeat of the IT world isn’t technology; it’s the people. After all, we work in companies to have company! Whatever our relationship with each other – be it as a peer, manager, or coach – learning is often the essential unit of currency that’s necessary to move our relationships and businesses forward. Unfortunately – and sometimes unexpectedly – the people you work with probably aren’t very good at learning. How can we teach our colleagues, direct reports, and team members to be better learners; and even blossom into continuous learners? I’m a firm believer that practicing introspection is the first step to making your environment conducive to continuous learning.

Project Management is a waste of time and Developers are lazy introverts—at least, it depends who you ask. In this session, we discuss how Project Managers and Developers generally view each other and their projects, and propose strategies to create a happy, healthy, and successful project environment.

This conversation is valuable for individuals at all stages of their Agile journey. The issues being addressed may be more familiar to those who have been on the path longer, but the strategies proposed will be relevant and actionable for anyone when they inevitably encounter those situations.

Attendees will be guided through several common Agile processes to help gain a better understanding of the different ways Project Managers and Developers approach projects and their processes. Upon breaking down where conflicting views emerge, they will be equipped with some strategies to work through those differences and to help them build stronger and more effective teams.

In a landmark Agile Columbus Agile productivity study sponsored by COHAA and QSM Associates, researched discovered that participants achieved 31% faster time-to-market and 4x quality using Agile methods. But what if productivity and velocity alone aren’t enough?

What’s next for Agile organizations to up their game? How can company leaders…

– Channel Agile teams toward greater market share
– Achieve better predictability
– Lower defects
– Achieve higher profitability

This talk will look at the notion of “Beyond Productivity” and what lies next for cutting-edge Agile thinkers.

Selecting and funding the right projects is one of the most important decisions in any IT organization.  However, in many organizations these decisions are made by a small group of executives with input from a small group of SMEs, making this one of the most opaque processes in the industry.  There are many theories and approaches for selecting the best projects, including some that suggest funding value streams instead of projects.  The real question is, “How are projects selected and funded in the real world.”  Come hear from our panel of leaders on how their organization selects and funds projects, and get a rare glimpse into the real world process.

Organizations committed to operational excellence know developing along a process improvement model poses many opportunities and challenges. A transformation model is a crucial as effective change agents execute toward meeting goals. Two worst-case scenarios, however, often loom: A misunderstanding of what Lean is might derail the focus, or check mark tool mentality might lose problem solving focus. GE Aviation faced both of these challenges in its lean journey before drastically refocusing its transformation. In this session, longtime GE Aviation leader Guba offers up the company’s Lean journey and lessons learned as a best-practice benchmark in lean transformation, highlighting its underlying principles.

Much ink has been spilled discussing the benefits of breaking a monolithic application into micro services. However, these benefits often come at great cost in additional complexity. In this session we’ll look at how we can build Elixir applications that leverage the underlying strengths of the Erlang platform to let us have our cake and eat it, too. We’ll demonstrate how we can build an application as a “monolith” and break pieces off into micro services will surprisingly little effort. We’ll dig into the key challenges of micro services including deployment, management, and versioning and see how the OTP framework gives us battle tested solutions out of the box. As developers, we no longer have to choose between getting things done and having an architecture that won’t fall over as our application grows.

Agile teams are all about poly-skilled individuals picking up tasks and performing them based on what is needful. At least, that’s how it is advertised. In reality, there are several reasons why testing is often a specialized activity even on agile teams. As a result, when a dev shop decides to make the switch to an agile methodology, QA is often the most difficult part of the journey to navigate.

I will describe in detail how I have helped navigate it successfully at two separate clients that are as different as can be. In the process, I will outline the various roles that a QA professional can and should play on an agile team and how they can make the process run more smoothly. If this is done right, the tester can become the developer’s best friend.

Agile product discovery is essential for continuous delivery of high-quality solutions. Yet many teams struggle to collaboratively discover inventive and valuable product requirements.  Instead, they become reliant, and at times overly reliant on user stories, story maps, and personas. While these techniques are useful, they are not sufficient for the complex products most teams wrestle with today. Join Ellen Gottesdiener as she shares how to reach beyond discovery-as-usual. You’ll learn how your team can apply creative ways to enlighten and energize your agile product discovery, to bring requirements to light, explore true value, and build better products.

Retrospective

Retrospective