Agile Software Development in the Large
A lot of people still believe that agile software development is for small teams only. However, the agile value system and the principles behind as stated in the agile manifesto don't argue about team or project size. Furthermore the projects I'm working on are typically large, distributed and mission-critical. Therefore, several years ago I took the challenge and tried agile software development in the large. Meanwhile I made the similar experience on many large projects: Also large and even distributed teams can benefit from a value system that is beneficial for small teams.
In this talk I want to show how to scale agile processes to teams of 300. In fact, the same techniques are also relevant to teams of ten or more developers, especially within large organizations.

Supporting Architecture in Large-Scale Systems
In order to welcome changing requirements (even late in development) agile development should enable the architecture to incorporate these changes and therefore to emerge over time. This implies not finalizing the architecture upfront. Moreover, in small agile teams it is assumed that there is no dedicated role for an architect – instead the whole team should be responsible for the architecture. In large-scale agile development the requirement for an emergent architecture still holds true. However, it is difficult if not unrealistic to expect e.g. 300 project members to decide jointly on the architecture. Moreover, the role of and support for the architecture depends not only on the degree of the size but as well on the degree of complexity of the system. 
In this session I report on my experiences using different models for supporting an emergent architecture in large-scale environments that take the degree of complexity into account. 

Scaling Agile Principles
Agile development isn't any longer considered to work for small teams only.  Also large teams, projects and organizations are asked to focus on delivering value. So the question arises, how to adhere to the agile principles when applying them in the large. In this session we want to use the agile principles as a guideline for scaling. This is basically by understanding agile as a value system, a mindset, a culture - and not as a tool. So be prepared to being asked to think for yourself and to balance forces based on your own needs and requirements instead of finding a recipe that assumes that one size will or can fit all (organizations, projects, products, or teams). Thus, this workshop is not about providing or defining a framework for the enterprise or the organization, scaling scrum or using other existing methodologies at different organizational levels. It is about examining the agile principles according to their effects and application when scaling up. For example, we will discuss what a principle such as "self-organizing teams" means when it is applied to a team of more than 100 developers or to the enterprise level.
The session is based on the necessity of large-scale Agile to give and get frequent feedback in order to deliver the highest business value to the customer at all times besides learning and getting better continuously.

Agile Software Development in a Large and Distributed Environment
Agile development isn't any longer considered to work for small and collocated teams only. Also large teams, projects and organizations are asked to focus on delivering value. So the question arises, how to adhere to the agile principles when applying them in the large. In this session we will use the agile principles as a guideline for scaling. This is basically by understanding agile as a value system, a mindset, a culture - and not as a tool. So be prepared to being asked to think for yourself and to balance forces based on your own needs and requirements instead of finding a recipe that assumes that one size will or can fit all (organizations, projects, products, or teams). Thus, this session is not about providing or defining a framework for the enterprise or the organization, scaling scrum or using other existing methodologies at different organizational levels. It is about examining the agile principles according to their effects and application when scaling up and / or when working in a distributed environment. For example, we will discuss what a principle such as "self-organizing teams" means when it is applied to a team of more than 100 developers or to the enterprise level or to a distributed setting. 
The session is based on the necessity of large-scale and distributed Agile to give and get frequent feedback in order to deliver the highest business value to the customer at all times besides learning and getting better continuously. In fact the two trends - distribution in terms of globalization and Agile - can even complement each other.

Agile Development within the Corporation
Every agile approach takes place within a given context - the corporation. Agile product or project development, especially within large corporation are facing here specific challenges provided by the larger framework. The common departmental structure is often experienced more like a burden than support. As well the organization's structure (yes, and of course as well its culture) can be experienced as being more or less helpful. Yet still, in order to become successful the agile undertaking has to deal with these challenges.
In this session, I want to explore how departments like Legal, Marketing, Sales, yet as well Quality Control, or Operations can support and how can they hinder agility. Despite the challenges, the focus is on leveraging the departments in order to become successful. Thus, involving everyone who is affected early on and making them part of the agile approach is crucial. This session is based on my experiences working in large and distributed corporations.