Daniil Bazhenov

Management

Development

Hey everyone! My name is Daniil Bazhenov, I'm a CTO at Simtech Development. This year I'm in charge of the Management section. At Simtech I manage a team of 60+ developers and project managers. I love what I do, that's why I enjoy learning more about management and taking up new practices at work. This year I invited the best experts in the field for you and I'd like to learn from them myself.

The information in this section will be useful to anyone who needs management skills: from tech leads and project managers to CEOs and startupers. We'll talk about leadership and the skills a leader should have. We'll learn how to inspire people and deal with resistance against the changes. We'll look into the processes of product management involving both an in-house team, and a remote team.

Check out the speakers of my section and come to Stachka!

Feel free to contact me here:


Anna Obukhova
Agile Coach @ ScrumTrek
St. Petersburg

The era of management is coming to an end—we work on complex systems which are developed by intellectual people, and in such an environment leadership becomes the only effective management model. But how to become a person who people will follow? How to continue to bear significant responsibility when, ultimately, the only working tool available is the power of personality? And how to boost this power so that it’s clear for everyone that you are the person who can lead to success? And what does Agile have to do with that?


Igor Tsupko
CTO @ Notamedia
Moscow

The truth about implementation of projects documenting and the documents you do not actually need.

You'll learn what means to use, how to help developers formulate their thoughts and to protect the project from the torturous search for the truth a couple of months after the release.

Is there always-up-to-date working documentation on Internet projects? Let's sort it out.


Sergey Kuleshov
Deputy CEO @ 1C-Bitrix
Moscow

During the report we will:

- find out why you need to change;

- analyze the problems of choosing ideas and directions for innovation;

- learn to determine the leaders of changes in the team.

We will consider practical experience of dealing with changes within the company, we will find answers to these and other questions of a business head.


Dmitry Fronin
Head Developer @ Alfa-Bank
Ulyanovsk

    We will not talk with you about the processes and tools of flexible approaches, but about what lies behind these processes and tools. I would like to bring you the understanding of their philosophy and values. After all, to successfully use flexible approaches it is not enough just to mechanically apply the methodologies, it is important to think differently.

    We'll consider:

    · Problems in software development;

    · Why do we need Agile, and what benefits will we get?

    · Values and principles of Agile;

    · The values and principles of Scrum;

    · Team Motivation Problems;

    · Influence of the Leader on the team.


Цель доклада рассказать о возможных способах получения обратной связи о продукте, который вы выпустили. Это может быть игра, cms, сервис или любой другой продукт. Все прекрасно знают о том, как важно общаться с пользователями, спрашивать их мнение о продукте о неудобствах с которыми они столкнулись. Это очень важный канал информации. Но! Он субъективный. А как насчет объективных данных? Я расскажу о том что под собой скрывает галочка "помогите нам сделать продукт лучше" и какие решения мы принимали благодаря полученной информации. Какие метрики и данные стоит собирать и как перейти от субъективных оценок к data-driven development

Alla Klimenko
CEO @ Mad Devs
Bishkek

In my report, I will be pleased to tell you:

* Why we passed from an office team model to a completely distributed team in some of our projects, and how

* What difficulties we faced working as a distributed team: what we had to learn, and what is still to be learned.

* How to build asynchronous communication in a team: pitfalls and solutions

* How to plan releases and bug fixes when the team is distributed across several time zones

* How to make remote management work in your favor, saving time and enhancing project manager’s efficiency


Savunov Vasiliy
coach @ ScrumTrek
Moscow

What is self-organization? Many people talk about it but few have seen it and even fewer believe that it really exists.

In the world that is increasingly speeding up, the systems that we work with are getting more and more complex. Under such conditions, the most efficient managerial model is an approach that places decision-making responsibility on those who works ‘at the ground level’, sees the situation from the straight source and can at the earliest act on the changes. Involving people in decision-making, bringing them together in teams, we provide stability and flexibility of the company's development. At that, the team effectiveness comes to the first place, as well as its motivation and ultimately, self-organization.

But how to engage people into this process? How to achieve self-organization


Anastasia Raspopina
Marketing Specialist @ Percona
Nizhny Novgorod

1. Team: who is able to work and where to find them.

2. Tools: synchronizing the work of 150 people in different time zones.

3. Case studies and real stories of a remote worker.

4. Intercultural differences and how to ‘cook’ them.

5. Corporate culture in the absence of a water cooler.


Valeria Andrianova
Product Marketing Manager @ JetBrains
Saint-Petersburg

A story about cooking Agile at JetBrains. We do it on real examples of various teams: product, marketing, designer teams and a team of technical writers. My story will be interesting to everybody living in the IT world. Especially if you are sure that you follow no processes and in case you do follow you do it in a wrong way. Unexpectedly, this is the evidence of the fact that you have apprehended Agile and you just lack the secret ingredient.


Sergey Baranov
Agile Coach @ ScrumTrek
Moscow

Just fancy a couple of situations:

— a few teams have learnt a more efficient way of interconnection sidestepping bureaucratic restrictions, yet they received a rap on the knuckles for doing that; and the organization has adopted a new regulation, which forbids this interconnection

— following the retrospective review, a development team has revealed a pervasive problem, with the solution being beyond their control. The problem has passed several levels of escalation when it was finally delegated to CTO; the latter ordered Operations Department. In Operations Department, the order transferred to a claim, which was triply delegated, then lost, forgotten, downgraded in its priority, and finally archived. At that, everyone in between the team and Support Department is satisfied: from their point of view, the team’s problem has been resolved.

If this situation takes place consistently, the employees start at a certain point feeling their helplessness. In other words, the staff simply gives up and refuses any attempts to change something; they gain an understanding that they have no control over the outcome of a situation regardless the actions being taken.

This feeling is defined as “Learned Helplessness”. In the course of our session we will gain insights on “Learned Helplessness”, trace the origin of the term, and come to grips with what it means for businesses; we will study some specific cases on how to avoid falling into its trap, and getting out if you have already fallen into it.


Олег Нагорнов
Заместитель технического директора @ DigitalWand
Ульяновск

Тезисы

1. Общее описание таблицы, цели и задачи, которые мы решаем с ее помощью: краткое введение;

2. История появления: почему возникла потребность;

3. Подбор списка компетенций по направлениям: как мы составляли таблицы;

4. Применение при поиске сотрудников, преимущества и недостатки;

5. Польза для кандидатов: как узнать, о чем будут спрашивать;

6. Использование в процессе собеседования: как узнать, о чем разговаривать с кандидатом широкого профиля;

7. Использовании в процессе работы компании: задача о поиске сотрудника на проект или особенную задачу;

8. Работа с заказчиками: как наглядно показать уровень программиста, который будет работать над его задачей;

9. Польза для сотрудников: как узнать, что он уже перешел на следующий уровень;

10. Работа над ошибками и обучение сотрудников;

11. Перспективы использования и автоматизация применения.

Возможный интерактив:

1. Предложить всем вместе составить свою таблицу на Python / Ruby;

2. Предложить заполнить от лица разработчика.


В современном мире финтех-стартапов финансовые компании конкурируют с молодыми, быстрыми и гибкими командами.

Я расскажу, как большая компания с клиентской базой более 2,5 млн человек может быть ответить на вызов стартапов.

MVP, спринты, демо – как внедрить Agile подход в крупной компании – об этом будет мое выступление.


Сергей Оселедько
Управляющий партнер @ Notamedia
Москва

Учет и анализ финансов.

Структура доходов и расходов.

Бюджетирование подразделений компании.

Финансовая политика.

Планирование денежного потока.


Гузель Рахимова
Руководитель направления @ Центр Высоких Технологий
Ижевск

Развитие нового направления в компании подразумевает необходимость набора сотрудников с совершенно другим скиллсетом. Я хочу рассказать о построении аналитического отдела в компании, подготовке программы стажировки, поиске и обучении новых специалистов.

- Анализ острой необходимости

- Определение необходимых навыков

- Подготовка программы

- Обучение и анализ результатов


- проблематика технической поддержки; - поток задач, как справиться с адом малой кровью; - разработка собственной системы управления задачами с полной автоматизацией для максимального КПД сотрудников; - работа с кадрами, как не убить потоком мотивацию; - увеличение потока выполненных в срок задач и денег в разы, как результат систематизации процессов поддержки;