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March 16 - 17, 2010

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David Harvey

David HarveyDavid has over twenty years experience in software – as a developer, manager, technical architect, CTO, coach, trainer and consultant. In the 1990s he helped numerous organizations adopt best practices in object-oriented design and implementation: in investment banks in the 2000s he was responsible for defining, designing and implementing large-scale infrastructure for complex and changing businesses. From 2004 to 2008 he was CTO of Sibelius Software, bringing two significant versions of the world's leading music notation program to market. He is now helping companies throughout Europe realize the benefits of Agile development, and as partner in CATeams is helping bring powerful ideas about social complexity and group dynamics into the way software teams work.

David has played a leading role in introducing new thinking into software practice, through sessions at conferences (including the first XP workshop in the UK, in 1999), in his work in teams and organizations and in the UK's software community, and through his chairmanship of the British Computer Society's specialist group on advancing software practice.

Track abstract - Agile in the organisation

How many Agile coaches does it take to change an organisation?"

There's much discussion amongst Agile (and now Lean) practitioners about how the approaches we take to product development are engines for organisational change. Nevertheless, given the current state of the economy, of organisations and of technology within those organisations, people adopting agile often only hear "faster and cheaper". Drawing on David's experience of introducing Agile into large and small companies, and using examples from the history of organisational change and current thinking in cognitive psychology and social complexity, this talk will explain just what sort of change Agile generates, and offer some useful guidelines to those trying to change their organisations through Agile and Lean development. Outline of talk: * How organisations learn - or fail to * What sort of change is Agile? * Immunity to change: observations from cognitive psychology * Why changing teams is easier than changing organisations: lessons from social complexity * Change the world or go home

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