Call for sessions and speakers

The call for sessions and speakers period has now ended and we are proud to announce a main track packed with great speakers and sessions. You can study the program by visiting:

DF Kompetens Conference Page

Direct links to the programme and more information will also be posted on the LinkedIn group Stop Starting – Start Finishing

There were a lot of great sessions propopsed, a big thanks to everybody who submitted proposals! Unfortunately there was not room for them all in the main track. We are currently working on a decision about a 2nd track, that will be decided in January. If you submitted a session you will get a final notice during January.

The main target groups for this conference are:

• Managers and persons in other roles who are responsible for time to market or time to customer, outcomes and effects of portfolio, project or product investments. Example: Product Manager, CMO’s, Middle/Department manager, Controllers,

• Project managers and persons in other roles who work within project organizations and are responsible for effective work processes and strategies. Example: CIO’s, Project/Program Office Managers, Project managers, CTO’s, Business analysts/developers, Product Owners, Team members

This conference will be focused on organizational, project and personal effectiveness, how to getting things done. Based on theories and practices of Lean and Kanban thinking & methods.

Topics we are interested in:

  • Leadership, strategy and risk
  • Organizational Effectiveness
  • Portfolio Management
  • Visual Management
  • Personal productivity
  • How to get things done

We encourage submissions from specialists outside software development.

Submission titles should be targeted at an audience not necessarly familiar with Kanban or Lean. Therefore we ask you to set a title for your session or speech that:

  • Doesn’t include the terms “Kanban”, “Lean” or other method specific names
  • Focuses on the real meaning, purpose and benefits from the methods. Why should participants bring this home?
  • Is short and sticky
  • Session posted In English

We want the audience to get a practical hands-on experience that they can take home and apply in their daily work. Cases, interactive sessions, games and other practical experiences are of special interest.

Important dates

  • Deadline for Submissions: December 1st
  • End of Open Review Process: December 7
  • Notification of Acceptance: January 7
  • Conference: March 12, 13

Both experienced and new presenters are invited to submit proposals. Anyone can leave feedback and vote on your proposal. You can improve your proposal continuously up until the deadline for submissions (January 13). The programme team decides which sessions will be placed on the final program.

In your proposal please share:

  • The topic of the session
  • Some highlights of the content
  • The structure in which the material will be shared
  • What makes your session unique
  • What format you want to present this (see below)
  • If it‘s more of an practical or a theoretical session (both are valued!)

Formats

  • Practical experiments, games, exercises, interactive sessions (45-75 min)
  • Speeches, case studies 20-60 min
  • Short talks such as Lightning Talks and Pecha Kuchas
  • Workshop (2-8 hours)

My session proposal

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  1. If you are not Delivering Continuously, you are not Agile

    Getting software released to users can be risky, time-consuming and painful. The solution is to deliver more often. This talk is about how the team developing Digipost, the new digital mailbox from Norway Post, gained the ability to deliver reliable software continuously through build, test and deployment automation, and through improved collaboration between customers, developers, testers and operations. You will also get to know which advantages this gives beyond shorter lead time from idea to production and why it is more agile. It is probably for more reasons than you would think.

    23 votes
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    • A maturity model for Continuous Delivery

      Continuous delivery teams are delivering ideas continuously and long before others have finished their first iteration. It is business who decides when things go into production, not IT. How do they do it? I will present a maturity model containing practices and tools to accomplish this, and share experiences with several of them. Each one adds immediate value, but you shouldn't do them all at once. The model can be used to find out where you and your organisation stand now when it comes to delivering continuously, and which steps you can take to improve your abilities.

      18 votes
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      • Deploying Java web applications with zero downtime

        When practicing continuous delivery it may be a problem if you have downtime every time you deploy to production. Your goal is to deploy as often as you can, so this is a problem you need to solve. In this ignite talk I will show how you can avoid downtime when deploying Java web applications. I will show how to deploy (and roll back) new versions of your web application, and also how to handle database schema changes (and roll back) between deployments.

        13 votes
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        • Need Based Innovation – a means to tangible results

          Why is it so hard to be structured when it comes to development and innovation? Why do we skip important steps and instead jump to conclusions? Why aren’t there more new products and services being realised and successful?

          From more than 200 conducted product development projects, we have assessed the experiences and produced an effective tool – highly functional for both entrepreneurial business and large corporations.

          Do you want change? Then join us in a 4-hour workshop, learn how Need Based Innovation works – and get inspired. We build the programme on real-life cases, create examples in order to develop…

          35 votes
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          • Visual Management – Why does it work?

            Visual Management – Why does it work?

            Visual Management techniques, like Kanban and Scrum boards, are spreading fast, from technical sectors, like manufacturing and software development to white-collar work and service sectors within such disparate areas as health care, marketing & HR departments and law firms.

            Why is this happening?

            In this 50-minute talk, I will exemplify and summarise some basic principles behind visual management techniques, using modern theoretical models from neuroscience and behaviour analytics to explain why they are so effective.

            My Bio
            Mattias Hällström, founder of Projectplace, is head of Research and Development at Projectplace International. Mattias is…

            25 votes
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            • Agile Management Innovations – Change at Organizational Level

              One of the most rewarding change opportunities for organization exist at the management level by innovations. This opportunity is often wasted during the introduction of Scrum and Kanban methods, or never reflected upon afterwards. In this session I’ll introduce the concept of Agile Management Innovations, give plenty of real world examples, some of them learned the hard way, i.e. in my own company.

              19 votes
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              • Capture, visualize, understand, improve!

                What you can see, you can understand and improve. During this lecture we will introduce you to a new format when improving businesses. It furthers productive interaction from various stakeholders from the very beginning of the ideation process and is based on a visual representation of improvement hypothesis or challenge. It continues and with quick refinement loops in a prototyping format that makes it possible to discover any misinterpretations that would jeopardize the usability of the final result. The format is supportive to traditional methods and consist of a software tool used for visualization and prototyping and a methodology of…

                48 votes
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                  1 comment  ·  Admin →
                • The rise and fall of change efforts and how to reach to sustainable results

                  You will run into setback in your change effort – sooner or later - even if you are smart

                  We propose to first have a presentation followed by workshops.
                  Some highlights from the content of the presentation:
                  - Reality check from 50 lean initiatives
                  - Characteristics from a well performed revitalization of a change effort
                  - Keys for successful structural design to ensure durable performance and efficiency in value creation
                  Estimated time for presentation, 30 minutes.

                  Description of workshop:
                  - Diagnostic of the individual company´s or organisations current lean initiatives.
                  Well prepared interview exploring effectiveness and effects from the lean…

                  7 votes
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                  • Tempo!: The Reality Dysfunction

                    Tempo!: The reality Dysfunction puts the fun back in dysFUNctional.

                    How did we end up with so many dysfunctional companies? To fix the problems we face today, we must understand the causes.

                    Tempo!: The Reality Dysfunction is a romp through the wild side of management history: It starts with a bang, a train crash the 5th of October 1841, with consequences that cause companies to fail in 2013.

                    You will meet the unbeatable fighter pilot, who also figured out how to build an unbeatable organization. You will see what managers must know to lead an Agile development team.

                    You will…

                    11 votes
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                    • Changing a whole company is really hard

                      This is a talk about the experiences I made in the almost three years I have been part in transforming a large company. A good method description is not enough, adding a tool and a large enablement concept helped and yet there is still something missing.

                      I will talk about the approach we took, how we tried to minimize the risks of rolling it out, and where we were wrong..

                      So tips and trick, failures and wins…

                      Time: 45-60 minutes
                      Level: All
                      Unique: Oh yes I am :-) Experiences from almost three years in an agile transformation.

                      Bio Gitte

                      Gitte…

                      7 votes
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                      • Understanding organizational effectiveness

                        Why are some organizations better, sometimes much better, at reaching their goals?
                        Can we explain & understand the difference in ways that help us transition towards higher performance?

                        I believe we can and that the answer is straight-forward, surprisingly simple & actionable.
                        This session will be about the surprising power of mindset, at the personal, group
                        & organizational level. Covering topics like:
                        * why is 'mindset' important?
                        * what can we predict from different personal mindsets?
                        * how do these findings apply to an organization?
                        * an introduiction to a simple model of organizational effectiveness

                        Time: 45 minutes
                        Level: All

                        13 votes
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                        • To succeed in profound change, You need to change

                          The knowledge and abilities you need to develop in order to successfully manage profound changes*.

                          Team members, change team, project team and other stakeholders and staff in the organisation have to be involved and feel involved in both decision making and the actual implementations. This is the key prerequisite for a successful change initiative. Management of profound change is one of our established work models and core competence.

                          Visualisation and design thinking mean that you are aware of your thinking patterns as a team member, and also how the thinking of other team members look like. Decisions are visually documented…

                          3 votes
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                          • Building Continuous Learning Culture

                            Continuous Improvement is something that is very tightly connected with being professional no matter which line of business you are in. And when you are on the Learning path odds are you will stay there no matter what because it is more a way of living than an achievable goal. Even though one thing is to improve yourself and another is to guide other people to join you in this journey.
                            During this speech I want to share my experience from past few years about building the culture of Continuous Learning inside the team I'm part of. How we started,…

                            1 vote
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                              1 comment  ·  Admin →
                            • Usability Comes from Within

                              You can design the best user experience possible, but if your product is not good enough or relevant enough it does not matter. There is a paradox: that with so many good designers and developers, yet so few good services. Complexity in products and services are directly exposed to users through the transparency of the web – development and design should not start with implementing. It should start with "how can we change this product or service so that it will be successful on the web"

                              I have held this talk two times in norway, at Smidig 2011 and Software…

                              53 votes
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                              • Agile marketing

                                AGILE MARKETING - Tomorrows model to ensure maximum customer benefit.
                                The role of marketing is rapidly changing and marketer’s has to adopt to this new reality. The role has gone from building awareness to provide strategic business value with creativity as one of the main tools. Planning marketing has gone from large easy handled campaigns in a few channels into a myriad of small activities in the same number of channels, all which need to be synchronized.
                                With such a complex task it requires ability to adopt and prioritize campaigns with the highest business value, promote efficiency, structure and the…

                                4 votes
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                                • Cooking Agile – stop starting, start delivering

                                  ”Not everyone can relate to Agile but everyone can relate to food. Especially really good food. ”

                                  The business of delivering great food experiences is ancient. What also is amazing is that it follow some basic rules to achieve success. Rules that are strikingly similar to the Agile Manifesto.
                                  - Adapt to change because the guest is allways right.
                                  - Plan to deliver what the guest is asking for.
                                  - Make everyone know what your doing at all times to the delivery will happen.
                                  - Deliver!

                                  In November 2012 the first version on the session ”Cooking Agile- a practical course…

                                  2 votes
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                                  • Building nrk.no/alfa

                                    60 min talk

                                    Norwegian Broadcasting (NRK) has been delivering great news to the Norwegian public for decades. We know how to do it, and we do it well.

                                    However the media landscape is moving in high speed, introducing platforms, formats & devices and brand new ways of bringing news to the public.
                                    How do NRK start evolving their way of developing other ways of broadcasting news?

                                    We'll share experiences from lean product development in a unlean world:
                                    - sketching the idea
                                    - building the minimum team
                                    - playing with concept
                                    - selling the idea
                                    - building the minimum product
                                    -…

                                    5 votes
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                                    • Change that works, change that sticks

                                      45 minute talk.

                                      We talk about change as though it's something completely abstract, but many changes are easily described, instantly recognisable, and usually implemented with a good idea of how things will work out.

                                      I'll describe six or so such change patterns that I encounter regularly.

                                      How then do we decide what changes to apply? How do we make them stick?

                                      What role can the evolutionary change method Kanban play in this?

                                      4 votes
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                                      • There's more to it then development, involving the value chain

                                        We've leaned how to use agile in development, but we need more to make a product fly if as a product company. At the same time there a limitations to cross functionality.. not all developers want do to sales, right? So how can we approach continuous improvement if we have a value chain from sales to support? Let us tell a story of how we learned to base improvements on facts, reduced time between releases, replaced a legacy product while running day to day business at Tieto Welfare.

                                        1 vote
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                                          1 comment  ·  Admin →
                                        • How to increase the company maneuverability?

                                          Topic: This talk is about how to make a series of changes in movement or direction toward key business goals involving the whole organization.

                                          Highlights: Steps to be taken will outlined. Practical examples will be provided.

                                          Structure: Presentation slideshow

                                          Uniqueness: The session is a practical implementation of the approach described in the swedish book "Manöverbarhet" by Lasse Ramquist och Mats Eriksson (http://www.ekerlids.com/epages/Ekerlids.sf/sv_SE/?ObjectPath=/Shops/Ekerlids/Products/1153)

                                          Format: Speech, 30 minutes

                                          1 vote
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                                            1 comment  ·  Admin →
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