New edition of AgileTODAY out now!

The latest edition of AgileTODAY Magazine is out now! If you’re a print subscriber, you should now be receiving your glossy magazinagiletoday-vol-13-twitter-cover-1000x1415pxe – and online subscribers can grab the edition here.

This edition focuses on the relationship between the digital and physical realms. Melinda Harrington discusses her visit to Baum Cycle Factory (check out the awesome cover shot from Baum!) as part of Agile Australia 2016’s Social Day. In her piece, Melinda reflects on the relationship between building software and tangible products.

Adrian Fittolani – who’ll be speaking at Agile Encore next month – considers Agile communication, and Ben Hogan (another Agile Encore speaker) considers physical vs digital Kanban boards. You can hear from Adrian and Ben at Agile Encore next month in Sydney on 10 November 2016.

Plus, read on for an insight into the student experience at Agile Australia 2016, and have your say on planning the 2017 Social Day in Sydney! Next year’s Agile Australia 2017 dates have been announced – so add 22-23 June to your diaries!

To subscribe free to AgileTODAY, visit the website.


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Lean PMO: Explore vs Exploit

barryInternational speaker, consultant and author Barry O’Reilly returns to the AgileAus blog today. Barry is heading to Australia in December to host Lean Enterprise workshops, and you can also catch him speaking at Agile Australia 2017 (22-23 June 2017 in Sydney – better save the date now!).

The challenge for organizations today is growing the capability to continually adapt, adjust and innovate. To be successful in an ever accelerating environment, organizations need to make continuous innovation a deliberate practice that is integrated into the fabric of the organization. For Lean Enterprises, this begins and ends at their portfolio.

In the last half century the average lifespan of a company listed in the S&P 500 Index of leading US companies has decreased by more than 50 years, from 67 years to just 15 years today. Professor Richard Foster from Yale University estimates that by 2020, more than three-quarters of the S&P 500 will be companies that we have not heard of yet. Since 2002, Google, Amazon, and Netflix have joined the S&P 500, while Kodak, RadioShack, Palm and Compaq have all been forced off, essentially by changing technology. General Electric is the only company that’s remained on the S&P Index since it started in 1926. Why? Simple. They have managed to constantly evolve.

In the future two types of organizations will remain. Those that continue ‘as is’ once they have found a business model or product fit by optimizing for that specific market. Their strategy will be efficiency and optimization to harvest as much profit as possible for a 5-10 year horizon. The trade-off will be their ability to adapt to change. When the industry business model changes, their business will slowly collapse.


In contrast, Lean Enterprises are companies designed to operate in an environment of continual change and on-going evolution. They develop a capability to adapt and evolve to meet new market opportunities and threats. They will survive for longer because their structure, strategies and processes support the continual search for new business models, products and services. Once identified they rapidly maximise and scale opportunities while embracing the creative destruction of their own portfolio before another competitor does.

Explore and Exploit: two competing organizational dynamics

Almost by definition, an enterprise’s primary business models are based on known and well-understood product or services offerings. Existing business models have been proven, and the domain in which they exist is well-understood. The primary role of business functions is to execute these business models, with the goal of incrementally improving efficiency over time to out-compete. Plans, processes and measures can be put into place to optimize and monitor the performance and health of the products and services offered. Forecasts are regularly created for capacity, revenue, growth and sales. Targets can be based on understood data accumulated and analyzed over time with a reasonable level of confidence.

When operating in the new economy, simply trying to improve existing initiatives and optimize efficiency is not enough to provide long term sustainability. Organizations need to be continually in search of new opportunities to stay relevant. Explore is fundamentally a different operating environment compared to Exploit. Organizations need to to leverage new technologies, customer insights and emerging trends to unearth new business models, products and services their customers and users desire.

Typically, existing organizational structures, strategies and processes for executing initiatives simply do not work in an exploratory context.For example, measuring return on investment during explore phases makes little sense and provides little insight as you are typically investing to reduce the uncertainty of building the wrong thing. Few new business models or products generate large revenue in the beginning hence will also fail to measure up to more mature initiatives that are in an exploit phase or later.


There is a necessary tension between explore and exploit. In particular, as Clayton M. Christensen in The Innovator’s Dilemma brilliantly captures, successful enterprises win or lose on execution and thus tend to squash exploration in favour of harvesting a known working business model, product or service.

Exploring new opportunities and exploiting existing ones are fundamentally different strategies requiring difference structure, competencies, processes, and mindset. It is hard to overemphasize the key point: management practices that are effective in the exploit domain will lead to failure if applied to exploring new opportunities – and vice versa. The differences between the two domains are listed below:



A key goal of successful portfolio management in the enterprise is understanding how to balance exploring new business with exploiting proven existing business models – and how to transition businesses successfully between these domains. Leaders must understand the difference between these domains and be able to design, implement and operationalize the required mindset, strategies and people that govern them. If it’s fallen to the CEO to manage, the organization has not built the capability and will struggle to continually evolve.

You now have two chances to learn from the co-author of Lean Enterprise: How High Performance Organization Innovation At Scale – Barry O’Reilly is visiting Australia this December for a workshop series, and will also return for Agile Australia 2017 as a speaker and workshop leader. Barry’s ‘Lean Enterprise’ workshops will take place in Sydney, Melbourne and Adelaide in December 2016.


Lealean-enterprise-book-covern Portfolio Management is covered in our book, Lean Enterprise:How High Performance Organization Innovation At Scale.




This blog was originally published here

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The digital landscape is changing (part two)

Agile Encore speaker Richard Weissel returns for part two of his blog, ‘The digital landscape is changing’. You can catch Richard reprising his popular Agile Australia 2016 talk next month in Sydney at Agile Encore

In the last installment, we left Zinzi Sullivan holding court, introducing students to the double diamond design principle, in a masterful display of scaffolding. Will she turn out to be hero-turned-villain? Read on…

The students, in their feedback at the end of day one, clearly expressed that they wanted to have spent more time ‘creating’ solutions. This was important feedback and we certainly took it on board when adjusting the plan for day two; however, I honestly believe that the results at the end of day three would not have been anywhere near as impressive if we’d sacrificed any of the relationship building, modelling and scaffolded activities which had been an enormous part of day one. Each of these activities is worthy of an article in itself. What I want to emphasise though, is that all of these activities modelled agility, in terms of taking risk to try something new, using small feedback loops, then trying again, whilst being unafraid of failure.

In the afternoon of day one (subtle flash back there), the REA crew ran six activities, all of which scaffolded and modelled the behaviours we wanted from the students for the event.

Pictured here are just two examples of those activities: Matt Witherow took groups of students through the principles behind electric circuits, by using fruit to create an orchestra (pictured are Kian, left, and Sonny, who is holding the banana ‘drumsticks’).

This, along with the paper aeroplanes task, run by Thomas Snow, were classic examples of working in an iterative process, with continuous improvement based on feedback. Feedback. “Ah, what a smooth segue!” I hear you say.

Feedback can come in many forms and is multi-directional. Take a look at these “how are you feeling?” feedback notes from the students, first thing on day two..

Flash forward (I’m feeling really clever now): 9.30 am day two

Plenty of sleepy teens by the look of it; I guess that shouldn’t have been a surprise, but again, being aware of this and being able to modify activities and behaviour based on regular feedback, is absolutely critical to the success of any project. As a result of this feedback, here’s the collaborative ‘energiser’ activity, which completely transformed the mood in the room. You’re looking at Noah and Ali (foreground – facing camera) and Max, Will, Dean and Milly (background).


In terms of our Agile organisations, there’s a lot in this – how effectively do we respond to our feedback loops? How often do we check in on the ‘mood’ of our teams?

Here’s the mood at the start of day three…the result of some beautifully scaffolded activities which built trust, relationships and encouraged creativity and experimentation.

Look – no adults (Dragan, foreground, is only 17 – but 6 foot 7!)

When I arrived that morning (of the last day), Sasha and Zinzi, along with the REA crew, were standing around having coffee; the kids were busily working away on their projects, collaboratively, creatively and so incredibly respectfully. This was testimony to the planning and energy that had gone into the preceding 48 hours.

This brings us back to the present, where the story started – the outstanding showcases, to which the parents and selected staff were invited…


…and the winner? Team Waddle, who came up with the support network for teenage pregnancies. We’re currently discussing the “where to now?” question for all of the teams; the students, when asked, all wanted to continue working on their projects. Again, there is so much in this statement worthy of closer attention, but what stands out to me, is the power of giving individuals and teams the trust and support to create something over which they feel ownership, and an environment in which they feel unafraid of failure. This is what will prepare us for the future digital landscape. This is where we, the Agile community, have a responsibility.

Flash forward : 2031, 15 years from now.


The students from last week will be in their late twenties, early thirties…let’s help paint the right picture in here.

The future is in our students’ hands, but they’re going to need some scaffolding. Are you going to help shape the future, or wait for it to arrive?

If your organisation is interested in running an event with the technologists of tomorrow (and I hope it is), hit up Sasha and Zinzi at anda.

To find out more about Agile Encore, visit the website

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The digital landscape is changing (part one)

richardpicOne of Agile Australia 2016’s highly-rated talks will be encoring in Sydney this November at Agile Encore. As part of this compelling Agile afternoon, Richard Weissel (REA Group) will speak on why ‘The heart of Agile is in your local primary school’.

In this first part of two blogs, Richard will explore how the digital landscape is changing. Enjoy part one and stay tuned for part two!



“Some experts predict more than 40% of jobs in Australia may disappear over the next 10 to 15 years…. As jobs disappear, new ones are being created. What will those jobs of the future look like and are we educating our children to be ready for them?” (ABC Four Corners, July 4 2016)

At the REA office last week, in collaboration with startup ‘anda’ (, we embarked upon what is hoped to be the foundational piece in a longer running program of work addressing this question. In particular, how can Agile organisations, such as REA, better prepare the workforce of the future for what’s coming? Over three days last week, 20 students aged between 10 and 19 participated in a three day “hackathon for kids”.

What did they come up with you ask? Ok, let’s start there. Now, you know those incredibly complex movies that use ‘flash back’ and ‘flash forward’ extensively? Like Memento (2000)? I’ll be honest – they confuse me. I’ve watched Memento twice and I still don’t understand what’s going on. In an effort to confront my fears, I’ve decided to write the plot lines for exactly this type of film. All of it is true…except the future stuff. Although maybe that’s true too? Uh oh – I’m already confused. I ask of you but one thing – bear in mind, during each plot twist, the parallels with your Agile organisation (in the present).

Stay with me; there is a method to this madness. Let’s start at the end, with the day three showcases. Given the single question “what’s wrong with education?”, the students outlined their solutions for the following products or services:

  • Waddle: A non-threatening, anonymous by choice, support network for pregnant teenagers…including the fathers, who are often stereotyped as running away. The social space – ‘the pond’; teenagers can connect to ‘quacks’ via the app.
  • Teacher Communication: Improving information sharing between educators in order to improve student outcomes. “Why don’t they talk to each other? I have 5 assignments due on the same day and I have band practice, piano practice and all sorts of other stuff going on.”
  • My Standard : Addressing the pressure on students to conform to stereotypes of all sorts. For example: Asian kids are good at maths; I’m smart and popular, therefore I don’t have problems.
  • National Education Conversation Platform : The fundamental problem is with government and policy – teachers are doing what they must to comply with the education department, but the government are accountable to us, the people.
  • iLearn: “Why can’t we have more choice in what we learn?” Students should be able to craft their own education pathways.
  • BRICK – rebuild your education brick by brick. Complete certified courses either online or in person.

To say we were impressed is an enormous understatement. Not only were the presentations delivered with a finesse that belied their ages, but this was also the culmination of three days of collaborative work which, for me, underlined the importance of the foundation of the Agile manifesto: individuals and interactions.

The event produced so much worthy of a deep dive that it would be impossible to document it all at once, so I’ve had to be ruthless. In this blog post and in the next, I’m going to discuss a few aspects that, in my opinion, underpinned the success of the three days: trust and relationships; modelling; scaffolding; and feedback.

Flash back (cue fancy transition): Day 1, 9.30am


What you are seeing is 20 students, aged between 10 and 19 (OK – plus two blokes who clearly aren’t). Most of these students didn’t know anyone else on day one. They were deeply uncomfortable; this was crystal clear to anyone looking at the collective group – all it required was an awareness that this might be an issue (remember; parallels to new arrivals in your organisation). How did we address this? You will find no rocket science here; we simply talked to them. Not about work – about their lives and what interests them. Who are they?

This was shortly followed by an ice breaker activity. Now, an ice breaker, to a group of 20 kids (most of whom were teens), can very easily be “lame” (am I showing my age?), so the “fun fact about yourself” task, run by Milly Rowett, was extraordinarily effective in dropping the barriers. On the face of it, it is quite simple – “write down a fun fact about yourself; shuffle; choose a card; try and find that person” – but there are some important principles at play here.

It was non-threatening and non-judgmental. Nobody had to stand in front of a group; there was no hierarchy; it was just individuals interacting one on one, asking a very simple question – the one that was in their hand. The answer: “yes” or “no” – move on. This is significant, as there are many students who are reticent to express themselves openly in front of a new group (look at your workplace – yes, those people are there).

Modelling. Now I’m not talking Derek Zoolander style here (though that would’ve played well), but rather exhibiting behaviours that you would like in others. The REA/anda team were all part of Milly’s activity. This helps establish trust very early on. In addition to discovering that Temma (student) likes horses, I also discovered that Sasha (from anda) likes listening to hip hop music at full volume in her car and that Dean (REA) likes dressing up in mediaeval armour and fighting with swords. This opens the door to new avenues of conversation and banter in the workplace, enhancing interactions between individuals, and building relationships between colleagues.

Flash forward (don’t get dizzy now) : 10.30am day 2


What you are seeing here, in the education space, is an example of what is referred to as ‘scaffolding’; Zinzi Sullivan (sister of Sasha and co-founder of anda) is introducing the double diamond design principle, which allows us to design solutions, based on an early understanding of a problem, in a collaborative and flexible way (sound familiar my fellow agilists?). Scaffolding is exactly as the name suggests – providing supports around a learner (or employee) so that they are able to achieve outcomes that would otherwise have been beyond them. It is, however, essential to gradually remove those scaffolds, so that a person’s level of independent ability is challenged and as a result, raised. As an example, think of the way we provide scaffolding for a toddler learning to walk. We pad the corners of tables to provide a safe environment in which to try (and fail); we hold both hands, then one hand…then a few steps…a few more. The process is no different at the higher order levels of thinking, and as in this example, different individuals require slightly different supports. The lesson here: know your team members’ individual abilities and build upon them.

In the next exciting episode, you’ll find out how paper aeroplanes and connecting fruit to the internet were critical to the success of the hackathon…and I’ll show you how to energise a sleepy teenager. “Noooo”, I hear you cry – “I’m not waiting. I’ll just download the next episode”…sorry, but it hasn’t even aired in the US yet. You’ll just have to wait!

Stay tuned for part two of Richard’s blog on how ‘the digital landscape is changing’. Richard Weissel will be speaking at Agile Encore in Sydney on Thursday 10 November 2016. Early bird registration for Agile Encore ends on 30 September 2016.

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Get your #agileaus fix

Whether you want to build new habits for lean learning using Kata, acquire new approaches to Agile leadership, want to accelerate your innovation using a design sprint, or learn how to keep the cost of change lower for longer then get your Agile squad together to watch these new videos. Presentations from Agile Australia 2016 are now available on the InfoQ website.

Choose from:

Kata – habits for lean learning with Håkan Forss


Agile leadership: an approach for leaders in large-scale and start-up companies with Lisa Frazier


Using a design sprint to accelerate innovation with Rob Alford and Rob Scherer, SEEK


Event Sourcery – Keep the cost of changer lower for longer with Sebastian von Conrad and James Ross, Envato


All Agile Australia videos are available online at InfoQ.

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Fixing Apple’s Fingerprint Login in 12 hours


Today Agile Encore speaker, Emma Carter joins us with another insightful guest post. Emma will be presenting at the upcoming Agile Encore on Thursday 10 November 2016 in Sydney.

Fixing Apple’s Fingerprint Login in 12 hours

Setting the Scene

My team and I were excited by the prospect of adding fingerprint login to the iOS version of our banking App. It was something our users had been asking for. As a team, we wanted to try out the new technology and create a more user friendly and quick way for customers to login and access their bank information.

As a team (comprising of Developers, BAs, QAs and myself for XD), we’d considered different user scenarios and security issues for fingerprint login. We’d researched how other Apps had implemented this  functionality; but the more we delved into how Apple required us to implement their API, the more I questioned the usability for the end user.

The functionality was fairly new in the marketplace. Although users were familiar with unlocking their phones using TouchID, I was skeptical if they would find the process of logging in to the banking App with their fingerprint (over a pin) intuitive.

Our App was receiving great reviews and had won awards for the user experience it provided. Although we had time constraints, I didn’t want a third party API to undo all the hard work that had gone into creating a great experience.

[When comparing Android and Apple, we had found that Android had solved the concerns we had with Apple, but the actual scanning mechanism on the button was better on Apple. Ideally, for the optimum experience you need to combine both solutions.]

Your Time Starts Now!

We release an updated version of the bank App every 6-8 weeks. With each release we not only add new features – fingerprint login or eStatements, for example; we also needed to ensure that it created the best experience for the user, met stakeholder requirements and was within the budget. Therefore, user testing couldn’t be a drawn out process which lasted several days. I had one day to user-test the fingerprint login.

Who to Test?

Although the main target audience of the App is the baby boomer generation, the app does have a lot of users in the lower age brackets.Taking this into consideration, we conducted our user testing across different age groups, some of whom were already TouchID users. Having a good mix allowed us to understand if problems were consistent across the board, which would, in turn, allow us to create a better experience for all users.

Morning session

Luckily, for the user testing, we already had a production build of the App. This allowed the user to experience the entire process of registering and scanning a fingerprint. We started by asking them to register their fingerprint on the iPhone (the App would allow users to set-up a fingerprint login only if their fingerprint was already registered on the device). Taking them through this process allowed us to create an ‘as real to life’ experience as possible, under the conditions. They were then asked to login to the App and complete the flow to setup the fingerprint login for mobile banking. Users passed this process without any concerns.

Apple TouchID example

It was in the next process that we asked users to complete which validated our concerns. After registering their fingerprint on the device and completing the flow inside the App, they had to login with their fingerprint. We asked them to log out of the App and log back in using their fingerprint. Once they tapped the ‘login with fingerprint’ button, the standard Apple TouchID modal appeared. At this point, the user is meant to scan their fingerprint. Instead, we saw the user instantly getting confused and quickly frustrated as they tried various ways to get it to work.

Problems with Apple TouchID

What was so confusing?

I had concerns that the restrictions and style of the modal would confuse users. On observing users and chatting with them, these concerns were proven.

Once the modal was activated, people saw what they thought was an error message, even though they had been shown a similar modal when unlocking their phone. In this new context, they panicked and pressed ‘cancel’, which meant that they had to start the login process again.

From regular user testing that we do for every release of the mobile App, we’ve noticed that people, particularly a younger audience, simply don’t read lengthy text. They dismiss information in the screen or inside a modal, and simply click the ‘ok’ button during onboarding flows, rather than reading what they are doing. After several failed attempts of trying to login with their fingerprint, they finally read what little copy was available inside the modal, but this just confused them more. Most gave up and logged in with their pin.

Issues with Apple TouchID

  • Everything about the modal design looks like an error message
  • The icon is red. Red represents danger or error in a majority of countries
  • The hierarchy of the text is incorrect. The name of the App and the ‘cancel’ button are more prominent than the call to action or localised reason as Apple refers to it .
  • Restrictions imposed by Apple:
  • Apple only allows third parties to edit the localised reason, resulting in the App name being more prominent.
  • The number of characters for the localised reason is also restricted, resulting in the instructions being very vague and unhelpful for the user.
  • The modal activates a dark screen, which prevents us from adding any useful information or directional arrows that say ‘scan here’.

Throughout the testing process, only one user instantly understood what was required. On further questioning, she revealed that she had used the same functionality with another bank. She said that she was initially frustrated, but eventually understood how it worked.


After we’d finished the morning session of testing, we decided we had enough information to confirm our concerns, even though we’d only tested a small number of users. To fully maximise the time we had, we felt it was best to spend the testing session in the afternoon trying alternative solutions.

Adding a simple set of text instructions above the login button would be very quick to implement; however, we knew that our users seldom read text that was more than a few words long. This made it a less than ideal solution. Adding a simple arrow below the modal to say ‘scan your finger here’ would have been more intuitive, but this was prevented by the Apple API.

I sketched two paper prototypes to test:

Paper prototypes to fix the Apple TouchID problem

Prototype A: We gave the user a set of written instructions. This would be the quickest to build, but knowing our users, we weren’t convinced this was the best solution.

Prototype B: We used a visual graphic with very short text.

Afternoon Testing Session:

We went through the same process of registering the fingerprint and setting it up within the App on the device. We then moved to the paper prototype flow to test our new versions. We conducted these tests with a new set of users. We also managed to ask some of the users from the morning session which of the new prototypes they preferred.

The Results:

Very quickly, we realised that our users preferred the visual graphic approach. By visually showing them the action rather than explaining it, we made it far easier to understand.

Late in the Day and Running out of Time!

We had validated our concerns and tested two options. The more complex option was the preferred one, but did we have the time to implement it?

Although the team had been kept informed of our findings throughout the day, and the main stakeholder had been involved in the user testing, we still needed to decide as a team what we were going to do, given the time it would take to implement this on iPhones, iPads and then test it.

We gathered the entire team together to share what we had discovered and the two possible solutions. Although option A was far easier to implement we decided that option B would give the best experience.

We were up against the clock. I paired with our lead developer which meant he could start building the page, while I created the graphics. By the following morning, the new flow had been implemented across all iOS devices which had TouchID capabilities.

Final Solution for Apple TouchID app

Final Solution

For any onboarding flows, we usually present the user with large ‘Ok’ or ‘Cancel’ buttons. However, for our new help screen, we wanted to change this usual behavior (of tapping a large ‘OK’ button to proceed), to ensure that they looked at the instructions. Replacing the large ‘Ok’ button with the familiar ‘close’ icon (X) in the top right, not only changed their usual behaviour by ensuring their eyes spent enough time looking at the graphical instructions before proceeding, but, also used an icon they were familiar with from using other applications.

Mission Accomplished!

Soon after launching the fingerprint login, the App reviews from customers started rolling in. And they were good!

What can we learn from this?

Why should we care about testing the user experience on a third party API?

Many Apps in the market use the ‘default’ from Apple and have just accepted what they’ve been given, rather than thinking about its usability and the frustration that it causes users. But, why? It’s the quicker option, but how does that help your brand give a better user experience? The user won’t know the constraints you’ve been given by Apple. They’re just tapping on your App icon, looking at your brand being displayed and not enjoying the experience. Ultimately, if they become frustrated, they will blame your brand.

We wanted our App to ensure a great user experience. Especially, when we could solve the problem.

What could Apple have done better?

When you’re dealing with third party APIs, there are inevitably constraints. It appears as though Apple’s focus was skewed more towards launching the new feature as quickly as possible, overshadowing the user’s experience. Whether or not they had the time or money, if they’d considered ‘real users’, they could have created something that was more intuitive. As Steve Jobs once said:

“You’ve got to start with the customer experience and work back towards the technology – not the other way round.”

Hopefully, the next release will be more intuitive and have some of the refinements that Steve Jobs might have demanded.

What can brands, developers and user experience designers learn from this?

Mobile phone developers need to understand that people are not just using their phones to access Apps developed by them. They’re downloading third party Apps. If you truly want your mobile device to provide a great experience, you need to allow third party Apps to integrate seamlessly with your software. Apple is known for restricting users from integrating with their software. In today’s world, this is not something you want to be known for.

When you’re developing a new product, don’t just look inwards. Look at the wider picture to stay ahead of the game.

If you’re building an App that uses an third party API (like many Apps need to), consider the restrictions imposed by the API. Sketch out the path that a user will take when performing a task and think about how you can make the process as easy as possible. Then, look at restrictions imposed by the API or even a third party library that you’re using, and consider what impact this has to your user flow. Follow this up with user testing to find an ideal solution which best fits with the user experience and the effort it requires.

Remember your user will judge your brand on the experience that you give them.

This article originally appeared on the ThoughtWorks blog

To find out more about Emma’s Agile Encore presentation, visit the website.

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Are you a DevOps fan?

encore-2016-speaker-kiru-and-william-1A new workshop on Docker has been added to the Agile Encore workshop line-up!

If you’re a DevOps enthusiast, you will want to gain an insight into a new form of app development, that literally builds a ‘container’ around everything you need to run an application or cloud system. This makes sure that software can run seamlessly, regardless of the environment. You can learn how at a new workshop on Docker, being held as part of the Agile Encore Workshop Day.

At the workshop, you will gain an understanding into the Docker process, and how to deploy it into any system. The workshop covers a variety of topics from Docker 101 – an overview of core concepts, to security considerations, and ‘how to handle stateful applications and services in Docker’.

Check out the new addition to the Agile Australia 2016 workshops, ‘Docker beyond buzzwords’, a half-day workshop presented by Kiru Samapathy and William Garcia, both senior consultants at Thoughtworks.

For more information about the Agile Encore workshops and to book a limited place, please visit the website,

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