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Agile a set of Methods & Skills or a leadership Mindset and culture ? - Part I
In this talk, I'll demonstrate a proven, dramatically effective means for developing a leadership mindset and culture of agility in any organization, including yours.
Why? Agile development is moving mainstream and lots of companies are discovering bumps in the road to adoption. We've learned the hard way that you can't successfully "install" agile skills and methods in an essentially nonagile culture where traditional leadership mindsets prevail. But we keep trying. Oh sure, you can successfully run an agile project or two in such an environment as long as you have the sponsorship and leadership to buffer the project and team from the organization's attempts to inoculate itself against invasion by agilists run amuck. Agile skills and methods succeed on a project or two, but then the proponents of this success meet numbing resistance as they attempt to expand agile disciplines into other teams.
Conclusion? Agile methods and skills are necessary but not nearly sufficient elements for creating the agile enterprise. Instead, we need to be thinking and talking about agile as a leadership mindset and culture that creates one agile operating context throughout the organization supporting the rapid and effective movement of people, information, trust, honesty, and information about projects, operations, and results.
(Tuesday, December 12, 2006 5:33 PM)
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Agile a set of Methods & Skills or a leadership Mindset and culture ? - Part II
In this talk, I'll demonstrate a proven, dramatically effective means for developing a leadership mindset and culture of agility in any organization, including yours.
Why? Agile development is moving mainstream and lots of companies are discovering bumps in the road to adoption. We've learned the hard way that you can't successfully "install" agile skills and methods in an essentially nonagile culture where traditional leadership mindsets prevail. But we keep trying. Oh sure, you can successfully run an agile project or two in such an environment as long as you have the sponsorship and leadership to buffer the project and team from the organization's attempts to inoculate itself against invasion by agilists run amuck. Agile skills and methods succeed on a project or two, but then the proponents of this success meet numbing resistance as they attempt to expand agile disciplines into other teams.
Conclusion? Agile methods and skills are necessary but not nearly sufficient elements for creating the agile enterprise. Instead, we need to be thinking and talking about agile as a leadership mindset and culture that creates one agile operating context throughout the organization supporting the rapid and effective movement of people, information, trust, honesty, and information about projects, operations, and results.
(Tuesday, December 12, 2006 5:40 PM)
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FIT/Fitnesse - an Agile journey - Part I
The translation of idea to concept in software development is an area plagued with tension, miscommunication and failure. Every software development process has its own take on how to solve the issue and streamline the translation of requirements into tested code.
Fitnesse is a tool/approach to this age old problem that looks at it from a new and surprisingly effective point of view. By treating easy-to-create tests as the actual requirements, Fitnesse allows non-technical Business Analysts to specify their needs in the form of executable requirements. These requirements then become a living part of the software ecosystem instead of a set of stale documents that grow further out of sync with the code base as time goes by.
This presentation will introduce you to the concept of Fit/Fitnesse and its impact on requirements, development and testing. Real world examples will be examined and experiences from actual implementations will be discussed. See how this approach can speed your development process and improve the relationships between your Business Analysts and developers
(Tuesday, December 05, 2006 11:47 AM)
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FIT/Fitnesse - an Agile journey - Part II
The translation of idea to concept in software development is an area plagued with tension, miscommunication and failure. Every software development process has its own take on how to solve the issue and streamline the translation of requirements into tested code.
Fitnesse is a tool/approach to this age old problem that looks at it from a new and surprisingly effective point of view. By treating easy-to-create tests as the actual requirements, Fitnesse allows non-technical Business Analysts to specify their needs in the form of executable requirements. These requirements then become a living part of the software ecosystem instead of a set of stale documents that grow further out of sync with the code base as time goes by.
This presentation will introduce you to the concept of Fit/Fitnesse and its impact on requirements, development and testing. Real world examples will be examined and experiences from actual implementations will be discussed. See how this approach can speed your development process and improve the relationships between your Business Analysts and developers
(Tuesday, December 05, 2006 11:47 AM)
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Moving to SCRUM - Part I
SCRUM is an Agile, lightweight project management process that can be used to manage and control software and product development using iterative and incremental best practices. SCRUM significantly increases productivity, improves team morale, and reduces the amount of time it takes to begin realizing business value while mitigating project risks. This presentation will give you good insight into what it takes to make SCRUM work on your project and in your organization.
(Thursday, November 30, 2006 1:00 AM)
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Moving to SCRUM - Part II
SCRUM is an Agile, lightweight project management process that can be used to manage and control software and product development using iterative and incremental best practices. SCRUM significantly increases productivity, improves team morale, and reduces the amount of time it takes to begin realizing business value while mitigating project risks. This presentation will give you good insight into what it takes to make SCRUM work on your project and in your organization.
(Thursday, November 30, 2006 1:00 AM)
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Agile Project Roles - Part I
Software development organizations frequently struggle with the transition from traditional, prescribed processes to Agile software development. We will focus on one particular approach to becoming Agile, namely understanding the differences between traditional software development roles and the shared responsibilities of an Agile organization. We feel that by focusing on the paradigm of generalist team members who share well-known responsibilities, an organization can simplify the transition to Agile software development
(Thursday, November 30, 2006 1:00 AM)
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Agile Project Roles - Part II
Software development organizations frequently struggle with the transition from traditional, prescribed processes to Agile software development. We will focus on one particular approach to becoming Agile, namely understanding the differences between traditional software development roles and the shared responsibilities of an Agile organization. We feel that by focusing on the paradigm of generalist team members who share well-known responsibilities, an organization can simplify the transition to Agile software development
(Thursday, November 30, 2006 1:00 AM)
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Fragile not Agile - Part I
A fragile project lives on the edge, always on the verge of breaking down. Project members are regularly, perhaps constantly, fighting fires. Being fragile can be an exhausting experience for individuals, teams and organizations.
So what causes a project to be fragile? Can a team, project or organization give the impression of being Agile when in fact it is very fragile? Sadly, the answer is yes.
Misconceptions, miscommunications and misunderstandings cause problems for individuals, teams, projects and organizations. These problems are more vexing and harder to correct when they are due to mistaken beliefs or myths. To dispel a myth, you must understand where it comes from, what it means and why people hold onto it, even if it's harmful. The next step is to replace myth with truth—replacing Agile myths with Agile truths, using the principles behind the Agile Manifesto. By replacing myth with truth, a fragile project can become truly Agile.
In this report we will look at what can cause a fragile project to delude itself into thinking it is Agile. We will look at common beliefs that lead to fragile behavior and cures for turning fragile projects into Agile ones. The cures come from understanding and applying the principles behind the Agile Manifesto.
(Wednesday, November 29, 2006 11:56 AM)
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Fragile not Agile - Part II
A fragile project lives on the edge, always on the verge of breaking down. Project members are regularly, perhaps constantly, fighting fires. Being fragile can be an exhausting experience for individuals, teams and organizations.
So what causes a project to be fragile? Can a team, project or organization give the impression of being Agile when in fact it is very fragile? Sadly, the answer is yes.
Misconceptions, miscommunications and misunderstandings cause problems for individuals, teams, projects and organizations. These problems are more vexing and harder to correct when they are due to mistaken beliefs or myths. To dispel a myth, you must understand where it comes from, what it means and why people hold onto it, even if it's harmful. The next step is to replace myth with truth—replacing Agile myths with Agile truths, using the principles behind the Agile Manifesto. By replacing myth with truth, a fragile project can become truly Agile.
In this report we will look at what can cause a fragile project to delude itself into thinking it is Agile. We will look at common beliefs that lead to fragile behavior and cures for turning fragile projects into Agile ones. The cures come from understanding and applying the principles behind the Agile Manifesto.
(Wednesday, November 29, 2006 11:56 AM)
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Applying Agile Modeling with UML & Patterns - Part I
Agile Modelling (AM) is a practical method for effective modelling and documentation; it express values that good developers have been applying for many years, while providing a set of more concrete practices as well. Agile models are just barely good; they don't have to be perfect, and are created with the simplest tool that can possibly work. Agile modelling is applicable to requirements analysis, UI design, architectural analysis, and object design. Some agile models are just text, but many will be a simple use of a standard diagramming notation such as the UML. This presentation helps you apply agile modelling by highlighting the important practices.
(Monday, May 15, 2006 1:00 AM)
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Applying Agile Modeling with UML & Patterns - Part II
Agile Modelling (AM) is a practical method for effective modelling and documentation; it express values that good developers have been applying for many years, while providing a set of more concrete practices as well. Agile models are just barely good; they don't have to be perfect, and are created with the simplest tool that can possibly work. Agile modelling is applicable to requirements analysis, UI design, architectural analysis, and object design. Some agile models are just text, but many will be a simple use of a standard diagramming notation such as the UML. This presentation helps you apply agile modelling by highlighting the important practices.
(Tuesday, May 16, 2006 1:00 AM)
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Agile Project Management - Part I
Au sein des projets agiles, le rôle du chef de projet doit évoluer par rapport au profil traditionnel: de gestionnaire, le chef de projets devient leader, porteur de la vision et facilitateur. Cela ne signifie nullement abdiquer toute maîtrise du déroulement du projet, mais au contraire définir des objectifs (à l'échelle du projet et de l'itération), intervenir lorsque cela s'avère nécessaire et éviter l'ingérence lorsque c'est possible. Le chef de projet est aussi animateur d'une communauté: il s'assure que tout le monde est en phase et qu'une synergie existe au sein de l'équipe.Sur un plan opérationnel, l'agile manager traitera son planning de manière adaptative, en gérant les tâches en mode "pull" plutôt qu'en assignation planifiée. Il joue également le rôle de pare-feu par rapport aux perturbations extérieurs afin de permettre aux membres de l'équipe de se concentrer sur leurs tâches. Pour le manager agile, l'adaptabilité ne se limite pas à répondre à des besoins changeants du client. Chaque fin d'itération doit être l'occasion d'une rétrospective afin d'adapter les pratiques aux besoins du projet, pour toujours garder le bagage minimal et essentiel de procès qui permet de voyager léger. L'adaptabilité se fait aussi sur les estimations, celles-ci gagnant en pertinence au fur et à mesure de l'avancement du projet, en s'appuyant sur la "météo d'hier".
(Wednesday, May 17, 2006 1:00 AM)
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Agile Project Management - Part II
Au sein des projets agiles, le rôle du chef de projet doit évoluer par rapport au profil traditionnel: de gestionnaire, le chef de projets devient leader, porteur de la vision et facilitateur. Cela ne signifie nullement abdiquer toute maîtrise du déroulement du projet, mais au contraire définir des objectifs (à l'échelle du projet et de l'itération), intervenir lorsque cela s'avère nécessaire et éviter l'ingérence lorsque c'est possible. Le chef de projet est aussi animateur d'une communauté: il s'assure que tout le monde est en phase et qu'une synergie existe au sein de l'équipe.Sur un plan opérationnel, l'agile manager traitera son planning de manière adaptative, en gérant les tâches en mode "pull" plutôt qu'en assignation planifiée. Il joue également le rôle de pare-feu par rapport aux perturbations extérieurs afin de permettre aux membres de l'équipe de se concentrer sur leurs tâches. Pour le manager agile, l'adaptabilité ne se limite pas à répondre à des besoins changeants du client. Chaque fin d'itération doit être l'occasion d'une rétrospective afin d'adapter les pratiques aux besoins du projet, pour toujours garder le bagage minimal et essentiel de procès qui permet de voyager léger. L'adaptabilité se fait aussi sur les estimations, celles-ci gagnant en pertinence au fur et à mesure de l'avancement du projet, en s'appuyant sur la "météo d'hier".
(Wednesday, May 17, 2006 1:00 AM)
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The Effects of Agile on Nine Offshore Strategies - Part I
Over the past decade, the business advantages of adopting offshore practices have led many companies to move towards global solutions. As with many new ideas, hype is often generated which can lead to an accelerated adoption of a technology, process, or methodology. Offshore development and maintenance have been no different.
With Offshore, the lure of the benefits has caused a false maturity in traditional offshore approaches which has eventually led to some high profile failures. However, this should not have been unexpected as this trend has repeated itself several times since the early 80's. In fact, this period of disillusionment is actually an opportunity for the industry and for many companies to develop innovative solutions which address the issues and stabilize the market. These next generation companies eventually become the industry leaders and the traditional players either have to adapt similar practices or they begin to wane.
Agile practices address the need for improved offshore solutions and they have been recognized by companies such as Forrester as being imperative to new offshore initiatives. Why? Because they increase team productivity and customer flexibility – these innovative techniques are much more adaptive to new application development and allow a client to more easily move outside of the traditional offshore maintenance & enhancement boundary. In fact, Forrester mentions that "Despite their objections, mainstream Indian vendors will have to adopt some agile-like techniques to solve the … problems that exist today".
This presentation provides an overview of Agile Offshore™ practices, briefly describes nine different offshore strategies (ranging from onshore staffing with offshore resources to building your own offshore development center), and concludes with an evaluation of how Agile practices reduce the risk and increase the yield of each strategy.
(Wednesday, May 17, 2006 1:00 AM)
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