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Klas Wåhlberg, CEO, Teknikföretagen (the Association of Swedish Engineering Industries)

Gabriel Modéus, Secretary General, Swedsoft

Abstract:

Nowadays many companies have already started to improve their agile practices and processes. What they often lack are improving leadership skills at the management level.

Leadership can be thought of as a service that people in an organization either ”buy” or ”don’t buy”, according to the INSEAD’s professors of business strategy R. Mauborgne and C. Kim. Every leader has customers: bosses to whom the leader must deliver business performance and followers who need the leader’s guidance and support to grow. When people value your leadership practices, they buy your leadership and are inspired to act with commitment. Otherwise they disengage.

When leading software development, the challenge is not only to inspire and motivate people, but also to adjust the organizational design and the system architecture (as proposed by Conway’s law, for example) and also to create and drive a technical roadmap. Furthermore software development leaders are responsible to align agile, autonomous teams to the company’s strategy and towards common company’s goals.

So, how to manage all mentioned things in the best possible way so that people from all levels, up and down, buy your leadership? What are the most important features and properties in such a leadership service?

Bio:

Mina Boström Nakicenovic works as Head of Development at NetEnt. She is a passionate IT leader with 20+ years of experience in software development. During her career she worked as a developer, software architect and development manager. She is passionate about agile software development and her main focus is on delivering business value. Mina is a regular speaker on European software development conferences. Mina holds a PhLic in Computer Science. In 2016 Mina was awarded 3rd place on Sweden’s IDG TechWorld best developer list.

Mina’s passion for software development has spread within her family. She and her husband are often taking their three kids to conferences, where they are presenting together as an agile family.

While the roots of the software craftsmanship movement date back to the late 1990s, the original Manifesto for Software Craftsmanship dates back to 2009. Nine years is an eternity in the IT industry (or is it?).

This talk will focus on my personal experiences as some teams within Ericsson developed a mobile financial application using practices that very much align with what is stated in the manifesto, although we did not know it at the time. Development started in september 2009, was demoed to the market in november 2009, and development continues to this day. The solution is installed in many countries around the world, and serves many millions of users each day.

One of the key findings is that in the long term, it really pays off to have a regression test base, and to develop the regression tests as you develop the feature itself.

Another finding is that you have to constantly clean up your code, and remove code that no longer has business value. Therefore, it is as important (though much harder) for a business analyst to remove features as it is to add new features. As developers, it is our job to explain this to the business side of the operations.

Bio:

Anders Sundelin has been at Ericsson since 1995, mostly doing software development in the BSS area on Unix-like systems (Solaris, Linux).

He, together with a few other developers, wrote his first ”micro-service-based application” in 1998, long before that became the trend du jour.

Most of the time has been spent in transaction-intensive applications, dealing with peoples funds, both airtime (bought credits for use of the telecom network), and financial (ability to cash out credits from the network, adhering to financial regulations).

Since his first introduction to XP and Test-Driven-Development in the late 1990s, he has been a firm advocate for this process and these values.

Abstract:

Agility is definitely something your organization needs, especially if you plan to solve some of your current predicaments using agile methods. Then, as a manager, what do I need to know to not completely suck at this? What are the most common pitfalls when trying to build an agile organization? Ola will share the three most common mistakes he has seen, during the eleven years he has been in the agile world.

Bio:
With a thorough background in systems development, Ola realized early on that the key to digitalization is effective communication around human needs. After a shocking encounter with agile methods in 2007, Ola became a full time investigator of the eternal mystery: what does the perfect collaboration look like.

Abstract:
Agile has taken the world by storm. It is an objectively more effective approach to leading software development than the cascade planning that came before. One way to conceptualise this shift is as one step in a natural evolution towards a better and better way for society to handle its increasing complexity. If there were previous steps, we can be sure that there will be more to come. In organisational science we are calling the next shift ”self organisation”. It’s focused on creating interdependent teams that don’t require external management and which are defined by their focus on wholeness (that the whole human fits, including emotions and subjectivity) and a bottom up approach to setting strategy.

Welcome to a co-created future.

Bio:
Christopher Kummelstedted is a researcher in organisational science at The Stockholm School of Economics, has co-founded a self-management consultancy that works in Sweden and the UK with stage development in organisations and is a regional coordinator for the world’s largest network of participatory life (Burning Man) in Sweden. He also speaks on the subject, co-founded responsive.org in Sweden and is currently involved in starting up the first metamodern conference in Scandinavia.