|(Olaf Lewitz, one of the central organizers, on a photo by Marcin Floryan)|
In February, 2011, the Agile and Lean Europe network was founded in LinkedIn by Jurgen Appelo, Author of Management 3.0. He asked the European lean and agile practitioners and communicators to join. We were about 1000 members within a month, and there were lots of active interesting discussions, “bathtub conferences” and many ideas how to collaborate more closely. The first real-life meeting happened at XP2011 in May in Madrid. Since then, 47 people with a vision created the best and most intense (un)conference I have ever attended. My own role was to be part of the “industry sofa” – we had “sofas” instead of “chairs.” I spent some of my free time reviewing abstracts and finding out whether these people were good speakers, if I had not heard them speak before. The final result we composed is amazing - http://ale2011.eu/speakers/ .
All further work was organized via real-time collaboration tools: Skype, Basecamp, GoogleDocs, Mindmeister, Twitter, and Conftool. Real-time mostly meant evenings, sometimes even weekends. The final event structure included one keynote every day - with Rachel Davies, Bjarte Bogsnes and David Snowden, we had three highly interesting speakers, two of which are not from the software world, but are teachers of lean concepts for management. Each day started with a funny coding dojo warm up, followed by 30-minute talks in the morning, lightning talks after lunch, and Open Space all afternoon. Virtually everybody participated actively in something: more than 220 people from at least 27 European countries. Talk topics ranged from “Software Craftmanship” and “Metrics in a complex world” to “How to change the world.”
|Bjarte Bogsnes from Statoil, Norway|
For me, Bjarte Bogsnes with his “Beyond Budgeting” talk was most inspiring (http://ale2011.eu/2011/09/17/ale2011-keynote-bjarte-bogsnes-on-beyond-budgeting/ ), but… yes, but… the 7 levels of hierarchy between me and the CEO of our company make me think that this is not the easiest thing to put into practice by myself. Fortunately, many other talks also had inspiring contents!
From Henri Kivioja from Ericsson, Finland, I learned how we can guide managers to practice go and see with the Scrum teams: they just got rid of all kind of upward reporting from project to line managers. They also reduced their full test cycle dramatically, from about 1 year for the whole system (100%) to about 1 week for 90%.
Eva Kisonova and Sabine Canditt presented a funny game of cultural differences they have practiced with our Scrum teams in Slovakia. It showed the stereotypes that may exist on both sides, which can make collaboration difficult if the teams have not reflected on them. Putting it into practice in a small example among the participants was really fun.
Rob van Lanen explained why and how they had realized FedExDays with his company’s developers in the Netherlands. This is a 24-hour slot, in which the developers can develop whatever they want – the only condition is that they must present it after that time. The department provides food and drinks, and the CEO is present at the demo at the end. The participants created 4 products, a traffic light tool for the software build, and a gaming application. They self-organized to do Scrum in one-hour slots and even pair programming. It was a great motivational boost for the teams.
Claudio Perrone gave an excellent introduction to A3 and Kaizen, which can actually be understood when you look at this outstanding presentation: http://www.slideshare.net/cperrone/a3-kaizen-heres-how. In this way, continuous improvement can be introduced on all levels: in the project team and on organizational level with the managers. This is something we should put more emphasis on soon.
Torsten Kalnin explained how the Wikispeed team builds modular speed cars using very little fuel with lean and agile virtual collaboration of volunteers around the world – an amazing example for agile hardware development – see also at http://www.techflash.com/seattle/2011/02/the-future-of-cars-and-everything.html.
I visited a few more talks related to big agile transitions, offshore and distributed experiences, which we later followed up with discussions in the Open Space.
|Open Space facilitated by Mike Sutton|
The most intense part of the unconference was surely the Open Space sessions: everybody posted his/her topics at a common marketplace, and there were a lot of different spaces in the venue where we could start discussing around a flipchart. On the first day, I proposed a talk about organizational impediments, to get stories of what happened and how people actually resolved them. Later, I was in another big agile transition discussion, and there I met a couple of people who also used communities of practice in their companies. So I had my topic for the next day: how to get CoPs going, and how to keep them alive in their original sense, as a means for knowledge acquisition, best practice exchange, and as a catalyst for improvements.
You can find almost all references from the conference in two places: http://ale2011.eu/resources/ and with #ALE2011 on Twitter. A lot of lean and agile conferences in the next future will be powered by the spirit of the ALE-Network, I am sure! J