Massimo Terzo

The Gatekeepers: how facilitate the work of a Scrum team

A Scrum team is a cross functional one: the members should be able to create a potential shippable increment at the end of each sprint. Often a Scrum team is composed by members working full time on the project (Core Team) and members working partially or in some phases only (Extended Team).
However, a key role is held by what I call the Gatekeepers, people inside the organisation which has little to do with the creation of the project but who can help or hinter the work of the team.
During this talk I will explain, based on my experience in several projects, how the HR, Purchasing and Legal team should interact with the Scrum team.
I will go through examples of both positive and negative examples of interaction between the Gatekeepers and a Scrum team, in order to provide the audience with some ideas on how to create the right environment for a Scrum team to blossom.

Killing the vampire: how transparency can change a company

La talk è centrata su cosa sia la trasparenza per un'organizzazione e su come sia possibile ottenerla. Parlerò, facendo riferimento a casi vissuti, di quali siano i fattori che riducano la trasparenza in un'organizzazione e di quali azioni si possano mettere in atto per aumentarla.
Presenterò alcuni casi studio presi da organizzazioni di varie dimensioni, da Airbus a startup per illustrare i concetti della talk.

Miglioramento dei team: come rendere efficace un Retrospettiva

In questa sessione parlerò di come animare efficacemente una retrospettiva. Partiremo dal modello di Larsen / Darby in 5 punti per capire quali sono gli elementi chiave di una retrospettiva.
Parleremo poi di team healthcheck e di tecniche avanzate di retrospettiva.
Vedremo infine come integrare e monitorare l'attività di miglioramento nello sprint / iterazione.
Nella talk parlerò di come la retrospettiva deve evolvere con la maturità del team e darò esempi di retrospettive fatte con team all'inizio del loro percorso agile e di retrospettive condotte con team più avanzati. Spiegherò come il ruolo di un Coach Agile o Scrum Master cambia nel corso dell'accompagnamento e di come la retrospettiva includa una componente di test & learn.

Descaling Agility, a lesson from the trenches

I am talking about the issues and opportunity we should consider when we try to scale agility. Starting from my experience with Renault, Airbus and other companies I will explain what are the main challenges we face in this situation, what was the responses I tested and which are the outcomes.
The talk won't focus much on an existing framework or methodology but will discuss fundamentals principles on how to scale agility successfully.
The talk will go through some exemples taken from my experience in scaling agile in the Engineering division of Renault, a difficult context due to the scale of the organisation and to the fact Agile was applied in a context outside the IT

Agile for Engineering

Agile has become more and more popular in industries outside the IT. In this talk I will present my experience as Agile Coach within the Engineering division of Renault.
The team I coached was tasked to produce a system for the Automatic Emergency Brake: it was a cross- functional team with the participation of the suppliers.
During the talk I will go through to this experience from the trenches, explaining how the team was organised, in which way they worked with the suppliers and with other team within Renault which were working in waterfall; I will tell what the main outcomes were and which were the main roadblocks and how they were tackled.
The talk will be based on the real experience and will provide a mirror of the reality showing both the results and the short-comes.
I will talk about the lessons learned from this project, the key success factors and the attention points.
This talk wants to provide the audience with practical tips to use in their projects.

Agile @ Engineering in the automotive industry: the Renault case study

This talk is about my experience during the first year of Agile transformation of the Engineering at Renault.
The automotive industry is going through a breakthrough: new players are entering the industry, the IT and the digitization are playing a key role and customers are changing their purchasing habits. In this context the enterprises need more agile and faster processes.
Renault wants to reduce the time to market of new vehicles: from 5 -6 years to less than 3 years by using Agile methodologies.
In the first part of this talk I will discuss about objectives and expectations of this initiative, the first pilots of an Agile organization in the engineering and their results.
• Objectives and stake
• Pilot projects in the area of the autonomous vehicle
• Lessons learnt
In the second part I will describe how a whole vehicle electronic and electric platform has been organized with Agile, what lessons have been learnt, what are the main roadblocks for an Agile transformation and what measures have been put in place.
• Synchronisation of the sub-projects
• First steps of the Agile journey for a large project
• Lessons learnt
• Main roadblocks
• Next steps

Business & Management