'Agile' is not the agile manifesto. It is neither a process, not is it merely an interpretation of the four values of "individuals and interactions", "responding to change", "working software", and "customer collaboration". It is a large body of work pre-dating the 'manifesto for agile development' that enable businesses to respond to a changing customer context.

In this session, I will step away from software development practices, and share what I have learnt watching and reading stories of aviation professionals responding to a channging context. I'd like to take a few air incidents as case studies and distill distill patterns of human behaviour and leadership that either enabled a successful outcome, or led to a disaster. And finally, I'd like to build on those to make a case that for patterns that make software development more effective based on my previous experiences.

Let's talk about human behaviours, leadership, and being on top of the ‘working-effectively-together-to-respond-to-change’ game!