News

Agile Prague 2019 - Press release

We just published Agile Prague 2019 official press release. It's available in CTK news service (in Czech) [PDF version].

Agile Prague 2019 is sold out

Agile Prague 2019 is sold out. there's only possibility to join 1-day Design Thinking workshop.

Agile Prague 2018 - Press release

We just published Agile Prague 2018 official press release. It's available in CTK news service (in Czech) [PDF version].

Agile Prague 2018 is sold out

Agile Prague 2018 Conference is sold out. You can still get your registration to the conference with one of our combo packages and join conference  + David Hussman Product Discovery or Delivery workshop, CSM, CSPO or CAL. 

Discovery workshop by David Hussman plus free 2-days registration.

 

Open Space

Wouldn’t it be great to go to a conference that included all of the topics that are most interesting to you? A conference that addressed your most pressing questions?
That’s what the Open Space sessions are for. It’s the part of the conference that you get to design.

Join the lunch Open Space and deepen your learning experience. 

 

Home » Articles » Speakers and Talks 2011 » Ondřej Mysliveček /Czech Republic/

Ondřej Mysliveček - From waterfall to agile - business view

Ondřej Mysliveček /Czech Republic/

Ondřej Mysliveček /Czech Republic/ is currently Head of Product at LMC, the company that operates major czech jobboards Jobs.cz and Prace.cz as well as online application for recruiting LMC G2. Tha main role in this position  is to encourage new product ideas, to ensure that those implemented ones make sence in the whole product portfolio of LMC and so that the product portfolio is optimal from various points of view (market needs and requirements, competition, ...)

LinkedIn profilehttp://www.linkedin.com/in/ondrejmyslivecek

 

 

 

 

 

 

From waterfall to agile - business view

Practical case study: Starting Agile and Scrum at LMC.

A year ago LMC was strictly waterfall company with all those "useful" processes and various milestones such as specification stop, tech. analysis stop, etc. Now we have our first sprints behind and thus experience with the uneasy change. Change that required not only the complex changes in the whole company but even the in the thinking of many of its employees (yes, receptionists, sales people and few of others are save :-).

So what made us (or maybe even force us) to change? What do we expect? What are we struggling right now? And what is the lessons learned during the process?

I will try (hard) to answer these questions in my presentation based on the experience from the business side of this coin.