What next in the agile world - Alan Shalloway
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copyright2010.NetObjectives,Inc.
Whats Next in the Agile World
Why Lean / Kanban Matters
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Lean Enterprise
Business
ManagementTeam
ASSESSMENTSCONSULTING
TRAININGCOACHING
Lean for ExecutivesProduct Portfolio Management
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design Patterns
process technical
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Brief history Agile Whats missing The Lean Perspective Whats next
Enterprise view Include management New team methods Kanban
In a nutshell How do we do the right work? How do we do it right? How do we manage it?
Abstract
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THINKING POINTS
What is Agile? Building software in stages to:
Speed up delivery of value to customers
Enable responsiveness Avoid building what isnt
needed
Exists at different levels Team agility Business agility
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ProductManagers
BusinessLeadersRegionalCoordinators
ProductChampion(s)BusinessCapabilities
Trainers&Educators
Support
CustomersNew
Requirements
Customer
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Consumption
Concept
XP Circa 1999 Benefits
High quality Focused on customer need
Very popular for a few years 99-?? Took special mindset Why?
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SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Support
Customers
ProductManagers
BusinessLeadersRegionalCoordinators
Trainers&Educators
ProductChampion(s)BusinessCapabilities
NewRequirements
Customer
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Consumption
Concept
Scrum Currently Most Popular Benefits
High speed Focused on team and their customer
Practice based Protect the team
exclude management
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60s: Software Crisis80s: PCs90s: Internet00s: Agile methods
70s: Software Eng/Waterfall80s: 4th Gen Language 90s: Rigorous Process / Y2K
InspiredbyMaryandTomPoppendieck
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Rely on processMicro-managementBusiness making demands
Rely on individual skillsIsolate from managementLet IT say what it can do
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yet75% of organizations using Scrum
will not succeed in getting the benefits that they hope for from it.
Ken Schwaber
www.agilecollab.com/interview-with-ken-schwaber
Agile movement has been succesfull
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Corporate Agile anti-patternsBusiness. Poor prioritization, too many projectsTeams. Poorly formed, dont know Agile, ineffective release process, technical debtManagement. Not helping teamsResistance to Change
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copyright 2010 Net Objectives Inc.
Business Anti-PatternsPoor prioritization
Too many projects
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the road well travelled
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An Easy Problem
1 stakeholder1 request (240 person-days)
12 member team1 month
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An Easy Problem
Request 1
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Scenario B
A Harder Problem3 stakeholders3 requests (240 person-days)
12 member team (use 3 sub-teams to allow focus)
3 months
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A Harder Problem
Request1/Team1
Request2/Team2
Request3/Team3
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Why does something that used to take 1 month, now take 3?
Im willing to pay for 240 person-days. Why do you want me to spread it out over 3 months?
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delay is waste
Now you want me to forecast 3 months ahead instead of just 1?
Look, the market changes a lot in 1 month as it is!
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Well, this is complex stuffUI, mid-tier, dataflow, enterprise data, security, use cases, business rules, workflow, object-oriented, ...
It would be more efficient for me if we reorganize your work a bit... Break it down into skill areas.
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So this
Request 1/Team 1
Request 2/Team 2
Request 3/Team 3
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becomes this!
Request1/Team1
Request2/Team2
Request3/Team3
UI Request1
UI Request2
UI Request3
MidtierRequest1
MidtierRequest2
MidtierRequest3
DataFlowRequest1
DataFlowRequest2
DataFlowRequest3
EnterpriseDataRequest1
EnterpriseDataRequest2
EnterpriseDataRequest3
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becomes this!Request1/Team1
Request2/Team2
Request3/Team3
UI Request1
UI Request2
UI Request3
MidtierRequest1
MidtierRequest2
MidtierRequest3
DataFlowRequest1
DataFlowRequest2
DataFlowRequest3
EnterpriseDataRequest1
EnterpriseDataRequest2
EnterpriseDataRequest3
UI Request1 UI Request2 UI Request3
MidtierRequest1MidtierRequest2
MidtierRequest3
DataFlowRequest1
DataFlowRequest2
DataFlowRequest3
EnterpriseDataRequest1
EnterpriseDataRequest2
EnterpriseDataRequest3
UITeam
MidtierTeam
DataFlowTeam
EnterpriseDataTeam
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becomes this!
UI Request1 UI Request2 UI Request3
MidtierRequest1MidtierRequest2
MidtierRequest3
DataFlowRequest1
DataFlowRequest2
DataFlowRequest3
EnterpriseDataRequest1
EnterpriseDataRequest2
EnterpriseDataRequest3
?
?
?
?
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UI Request1 UI Request2 UI Request3
MidtierRequest1MidtierRequest2
MidtierRequest3
DataFlowRequest1
DataFlowRequest2
DataFlowRequest3
EnterpriseDataRequest1
EnterpriseDataRequest2
EnterpriseDataRequest3
?
?
?
?
?
?
?
?
integration issue
new requirementfinding bug
with hidden delays
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Yearly Planning - Project Driven
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Big Bang Project Plan
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Big Bang Project Plan
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Batching capabilities = Projects
Big Bang Project Plan
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Projects PrioritizedHLEs
Strawman SchedulesResource Loaded
_1dd
Yearly Planning - Project Driven
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PPM: Resource-Driven
calendar year
Projects shifted to flatten resource loadBusiness-driven
New:IdeaOpportunityThreat
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Legacy Organization: Matrix Resources to Projects
Project1
Project2
Project3
Project4
ProjectN
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copyright 2010 Net Objectives Inc.
Team Anti-PatternsPoor quality
Redoing work
Waste
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how much of what you do is
valuable?rework?
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Getting Requirements
Testing
Programming
Design
Integration
Planning
Collaboration
Re-doing requirements
Working from old requirements
Fixing bugs
Integration errors
Deployment
Building unneeded features
Overbuilding frameworks
What Work Do You Do?
TrainingDocumentation
Thereisadifferencebetweeneliminatingwasteandnotcreatingitinthefirstplace.
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copyright 2010 Net Objectives Inc.
Management Anti-PatternsCombination of looking at wrong things
Stuck on the pendulum
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Go Team!
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copyright 2010 Net Objectives Inc.
What Do We Need to Move Forward?
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BUSINESS VALUE
PIPELINESelecting what to work on Developing It
Give Feedback
What Is Affect of One Pipeline On the Other?
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Product Portfolio Management
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Support
Customers
ProductManagers
BusinessLeadersRegionalCoordinators
Trainers&Educators
ProductChampion(s)BusinessCapabilities
NewRequirements
Customer
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Consumption
Concept
Can reduce induced
waste here
Managing here
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kanbanenables teams to start where
they are
by mapping value stream
by using lean product
development flow
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copyright 2010 Net Objectives Inc.
Lean-ScienceFoundation / Attitude
Principles / Practices
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THINKING POINTS
Lean Foundations Respect people Look to system for failures Optimize the whole Drive from business value Value stream must be managed Avoid delays to avoid creating
work
At enterprise level (product portfolio management)
At team level (Kanban)
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sometimes chaos is creative
but usually its just madness
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copyright 2010 Net Objectives Inc.
Lean-ManagementA New Paradigm
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Lean/Kanban: A New Paradigm4 industrial paradigms
1900Interchangeable
PeopleAssemblyLine
1800Interchangeable
Parts
Craft
TomandMaryPoppendieck
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Lean thinking makes Lean management possible
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Lean/Kanban: A New Paradigm4 industrial paradigms
2000Engaged,ThinkingPeople
Lean
1900Interchangeable
PeopleAssemblyLine
1800Interchangeable
Parts
Craft
TomandMaryPoppendieck
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change the management
system
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copyright 2010 Net Objectives Inc.
Lean-LearningContinuous Process Improvement: The True Lean
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THINKING POINTS
Lean Knowledge Stewardship Continuous Process Improvement
Improving all processes all the time Requires visual controls Requires team involvement
Focus is on process improvement to achieve a specified improvement not a specified $ return
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What Does It Take to Learn Something?Theorybyitselfteachesnothing.Applicationbyitselfteachesnothing.Learningistheresultofdynamicinterplaybetweenthetwo.PeterScholtes,TheLeadersHandbook:AGuideToInspiringYourPeopleandManagingtheDailyWorkflow
Hunches,hypotheses,guesses Theory
DataExperience,observation,
reallife
Truelearningandimprovement
Interaction
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Lean Science
Lean Knowledge Stewardship
Lean Management
Lean Enterprise
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copyright 2010 Net Objectives Inc.
Where Do We Go From Here?
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Flow
Explicit Policies
Inclusive
Value-stream
Smooth transition
Iteration
Visible results
Exclusive
Team
Abrupt change
K
a
n
b
a
n
S
c
r
u
m
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Discussion: Assume methods are neutralWhich is better as you get bigger?
Flow
Explicit Policies
Inclusive
Value-stream
Smooth transition
Iteration
Visible results
Exclusive
Team
Abrupt change
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Flow
ExplicitPolicies
Inclusive
Value-stream
Smooth transition
Iteration
Visible results
Exclusive
Team
Abrupt change
Discussion: Assume methods are neutralWhich is better as you get bigger?
Flowenableseasiercoordinationbetweenteams.
Explicitpoliciespromoteslearningandassistsmanagement.
Includingmanagementhelpsentirevaluestream.
Mostimpedimentsoutsideofteam
Avoidsfear,enablespeopletotransitionatproperrate.
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The invisible purpose of kanban is to support process improvement to provide a
target condition by defining a desired systematic relationship between processes,
which exposes needs for improvement
Toyota Kata: Managing People for Improvement,
Adaptiveness, and Superior Results. Mike Rother
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SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Support
Customers
ProductManagers
BusinessLeadersRegionalCoordinators
Trainers&Educators
ProductChampion(s)BusinessCapabilities
NewRequirements
Customer
SharedComponents
SharedComponents
ProductRelated
ProductRelated
Development
SoftwareRelease
SoftwareProduct
Consumption
Concept
Benefits Quick transition Focused on value stream
Based on lean-flow Continuous improvement Includes management
Kanban Based on Lean and Reality
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Scaling Agility
using methods that work at team level to get teams to
work together
Agility at Scale Focus on entire value
stream
Shortening cycle time
Avoid excessive WIP at
product level
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The Nature of Software Development
Is Software Development a true "Profession?" Is it Engineering? Is it an Art? Is it a Craft? Is it Science?
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What Is Missing? Other Professions have:
Specialized language Clear path to entry Defined mentoring Peer-review Standards & practices
A profession is an organism: There has been "medicine" for thousands of years, but no
particular doctor has been around that long
-
Professions begin with understanding ones problem What would you want business to know before telling
a team what to build? What would you want management to know before
leading their organization? What would you want a programmer to know before
touching your code? What would you want someone to know before
leading a Lean Transition at the team level?
-
Summary Take an Enterprise view
Look at entire flow Use Lean-Thinking Not team thinking expanded
We must bring in what we need to know at all levels Kanban does this at the team level Lean product development does it at all levels Lean Enterprise may be the goal, but improvement is
achievable in a step wise manner Can we become a profession?
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copyright 2010 Net Objectives Inc.
Thank You!Register at www.netobjectives.com/register
Contact me at [email protected]
Twitter tag @alshalloway
Come see me at open space
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Lean Enterprise
Business
ManagementTeam
ASSESSMENTSCONSULTING
TRAININGCOACHING
Lean for ExecutivesProduct Portfolio Management
Lean ManagementProject Management
Kanban / Scrum ATDD / TDD / Design Patterns
process technical
-
1 Copyright2009NetObjectives.AllRightsReserved. 29September2010
ThankYou!
andfollowingismoretohelpyouplanyournextsteps
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2 Copyright2010NetObjectives.AllRightsReserved. 29September2010
Resources
Resources:www.netobjectives.com/resources Webinars/TrainingVideos(PowerPointwithaudio) Articlesandwhitepapers Pre/postcoursesupportSupportingmaterials Quizzes Recommendedreadingpaths Blogs AnnotatedBibliography
AfterCourseSupport(studentsonly) AdditionalFreeOnlineTraining UserGroups
BusinessDrivenSoftwareDevelopment http://www.netobjectives.com/bdsdug
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Joinouremaillisttoreceiveregularupdatesandinformationaboutourresourcesandtrainingofinteresttoyou
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AShortListofBooks LeanRelated
LeanAgileSoftwareDevelopment:AchievingEnterpriseAgility.Shalloway,Beaver,Trott
ManagingtheDesignFactory:TheProductManagersToolkit.Reinertsen ImplementingLeanSoftwareDevelopment:FromConcepttoCash.Poppendieck&
Poppendieck LeanThinking.Womack&Jones TheToyotaWay.Liker ToyotaProductionSystem.Ohno LeanSoftwareDevelopment:AnAgileManagersToolkit.Poppendieck&
Poppendieck ThePrinciplesofProductDevelopmentFlow:SecondGenerationLeanDevelopment.
Reinertsen
Seewww.netobjectives.com/resources/bibliography forafullbibliography
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LeanManagementandOtherRelevantBooks
PeterScholtes:TheLeadersHandbook:MakingThingsHappen,GettingThingsDone DavidMann:CreatingALeanCulture:ToolstoSustainLean
Conversions WilliamBridges:ManagingTransitions Weick &Sutcliffe:ManagingtheUnexpected:AssuringHigh
PerformanceinanAgeofComplexity Alexander:TheTimelessWayofBuilding Shalloway&Trott:LeanAgilePocketGuideforScrumTeams
Seewww.netobjectives.com/resources/bibliography forafullbibliography
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5 Copyright2010NetObjectives.AllRightsReserved. 29September2010
AShortListofBooks Technical
EssentialSkillsfortheAgileDeveloper:AGuidetoBetterProgrammingandDesign.Shalloway&Bain
EmergentDesign:TheEvolutionaryNatureofProfessionalSoftwareDevelopment. Bain
DesignPatternsExplained,ANewPerspectiveonObjectOrientedDesign.Shalloway&Trott
Refactoring:ImprovingtheDesignofExistingCode.Fowler WorkingEffectivelywithLegacyCode.Feathers AgileSoftwareDevelopment:Principles,PatternsandPractices.Martin HeadFirstDesignPatterns.Freeman,Freeman,Bates,Sierra Prefactoring.Pugh FitforDevelopingSoftware.Mugridge&Cunningham
Seewww.netobjectives.com/resources/bibliography forafullbibliography
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6 Copyright2010NetObjectives.AllRightsReserved. 29September2010
UpcomingConferences
InternationalConferenceonLeanEnterpriseSoftwareandSystems(LESS2010)October1720Helsinki,Finland
CEOAlanShalloway willbegivingatutorial Agilesoftwaredevelopmentchangedthewaythatsoftwaredevelopmentisperceivedtoday.
Thejourneycontinuesnowinthenewerawherethesoftwarebusinessmeetssoftwarepracticeinanovelway.WeareproudtopresentatthefirstInternationalConferenceonLeanEnterpriseSoftwareandSystems(LESS)incollaborationwiththeLeanSoftwareandSystemsConsortium,http://www.leanssc.org/.
NetObjectivesPresentations Tutorial:ScalingAgileWiththeLessonsofLeanProductDevelopmentFlow
Wed,Oct20,10:30am 12:30pm
Moreinformation:www.netobjectives.com/conferences
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UpcomingConferences
redev 2010ConferenceNovember812Malm,Sweden
SeniorConsultantCoryFoywillbegivingatutorialandtwosessions Agileredev isthePremierdeveloper'sconferenceinEurope,focusedonthewholesoftware
developmentprocess.redev meansbothQualityandQuantity,bybringingthebestspeakersandexpertpractitionersonarangeofsubjects,suchasJava,.Net,ProjectManagement,WebdevelopmentandTesting.redev reflectsyouruniverse,inmotion.
NetObjectivesPresentations Tutorial:Koans andKatas OhMy! Tue,Nov9,8:50am 12:10pm Tutorial:DeliveringWhat'sRight Thu,Nov11,10:15am 11:05am Tutorial:FosteringSoftwareCraftsmanship Fri,Nov12,1:10pm 2:00pm
Moreinformation:www.netobjectives.com/conferences
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UpcomingConferences
AgileDevelopmentPractices|EastConference&ExpoNovember1419Orlando,FL
NetObjectivesissponsoringtheconference,aswellasgivingonsitecoursesandconcurrentsessions,andhavingaboothattheExpo
DiscoverAgileDevelopmentPracticesandtakebackthelatestinagilemethods,technologies,tools,andleadershipprinciplesfromthoughtleaderswhodeliverinspiringkeynotepresentations,indepthtutorials,andawiderangeofconferenceclasses.Joinindustryexpertsandpeersintheagilecommunityforaweekjampackedwithlearningsessionsthatwillhelpyoumakeapowerfulimpactinyourjobroleandforyourorganization.
NetObjectivesPresentations Session:PayingDownTechnicalDebt Wed,Nov17,12:45pm Session:ApplyingLeanSoftwareDevelopmentPrinciplesThroughoutthe
Organization Wed,Nov17,2:45pm
Session:SeriousGames:ProductPlanningandPrioritizationUsingInnovationGames Thu,Nov18,12:45pm
Moreinformation:www.netobjectives.com/conferences
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UpcomingPublicCourses
Charlotte,NC LeanAgileProjectManagementCertification Oct2527
Orlando,FLatAgileDevelopmentPractices|East2010 PracticalTestDrivenDevelopment Nov14 16 ScrumMasterCertification Nov14 16
Philadelphia,PA LeanAgileProjectManagementCertification Dec79
ConferenceCourses:8:30am 5:00pmOtherCourses:9:00am 5:00pmMoreinformation:www.netobjectives.com/courses/
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NewPodcastSeries
PodcastSeriesforLeanAgileStraightTalk FirstPodcastintheseriesavailable
September29 www.netobjectives.com/blogs/newseries
AlanShallowayandJimTrotttalkaboutwhatisgoingonintheworldofLeanandAgilesoftwaredevelopment. TheyintroduceNetObjectives2newestbooks
LeanAgilePocketGuideforScrumTeams LeanAgileSoftwareDevelopment:AchievingEnterpriseAgility
Laterpodcastsintheseries FocusontheLeanAgilePocketGuideforScrumTeams AtalkthrougheachofthechaptersintheLeanAgileSoftwareDevelopmentbook.
Eachofthesechaptershasgood,coreconceptsthatwewantyoutoknowandthisapproachgivesusagameplanforcoveringallofthem.
Moreblogs/podcasts:www.netobjectives.com/blogs
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NetObjectivesServices
TraininginSustainableProductDevelopment
NetObjectivesoffersthemostcomprehensiveLeanAgiletrainingintheworld.OurofferingsincludeLean,AgileAnalysis,DesignPatterns,TestDrivenDevelopment,andLeanAgileTesting.
Ourapproachisablendofprinciplesandpracticestoprovideacompleteteamand/orenterprisewidetrainingsolution.
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NetObjectivesofferscertificationprogramsthatprovidesaroadmapofknowledgeaswellasresourcestogetthere.
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NetObjectivesisnotaffiliatedwiththeScrumAlliance
AssessmentServices
AneffectivewaytoembarkonanenterpriseleveltransitiontoLeanAgilemethodsistostartwithanassessmentofwhereyouare,whereyouwanttogoandoptionsonhowtogettherethatarerightforyouandyourbudget.
LeanAgileCoaching
Whiletrainingprovidesfoundationalknowledgeandisagreatjumpstart,coachingisanothereffectivewaytoincreasetheabilitiesofteams.
Ourcoachesworkwithyourteamstoprovideguidanceinboththedirectionyourteamsneedtogoandinhowtogetthere.
Coachingprovidestheknowledgetransferwhileworkingonyourownproblemdomain.
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ToolsWeLike
AgileProjectManagementTools
Whats Next in the Agile WorldSlide Number 2Slide Number 3AbstractWhat is Agile?Slide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Business Anti-Patternsthe road well travelledScenario AAn Easy ProblemScenario AAn Easy ProblemScenario BA Harder ProblemScenario BA Harder ProblemSlide Number 19Slide Number 20Slide Number 21Scenario BSo this Scenario B becomes this!Scenario B becomes this!Scenario B becomes this!Slide Number 26Yearly Planning - Project DrivenBig Bang Project PlanSlide Number 29Big Bang Project PlanSlide Number 31PPM: Resource-DrivenLegacy Organization: Matrix Resources to ProjectsSlide Number 34Slide Number 35Team Anti-PatternsSlide Number 37Slide Number 38Management Anti-PatternsSlide Number 40Slide Number 41What Do We Need to Move Forward?Slide Number 43Slide Number 44Slide Number 45Lean-ScienceLean FoundationsSlide Number 48Lean-ManagementLean/Kanban: A New ParadigmSlide Number 51Lean/Kanban: A New ParadigmSlide Number 53Lean-LearningLean Knowledge StewardshipWhat Does It Take to Learn Something?Slide Number 57Where Do We Go From Here?Slide Number 59Slide Number 60Slide Number 61Slide Number 62Slide Number 63Slide Number 64The Nature of Software DevelopmentWhat Is Missing?Professions begin with understanding ones problemSummaryThank You!Slide Number 70