From CMMI and Isolation to Agile, Scrum, Lean and Collaboration

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Agile 2009 talk: Experience from implementing global big bang Scrum and building a kaizen culture. From long running projects, technical dept and integration nightmares to small batches, continuous integration and faster delivery of business value.

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From CMMI and Isolation to Agile, Scrum, Lean and Collaboration

  1. From CMMI and Isolation to Scrum, Agile, Lean and Collaboration Mads Troels Hansen Hans Haller Baggesen Agile 2009 Experience report: http://tinyurl.com/CmmiAgile
  2. Introduction • Mads Troels Hansen Agile and Lean Coach at BestBrains, Denmark. Mads has more than 15 years of experience with software development, as developer, project manager, product owner, CIO and CTO in different companies. He is very experienced in working with Scrum, Agile and Lean in effective distributed development and is Certified Scrum Practitioner. mth@bestbrains.dk, +45 6082 2282 • Hans Haller Baggesen Lean and Agile Consultant. This August is Hans' 10th anniversary of hard labor, trying to deliver quality software on time and budget to build commercial flash sites, financial SOA projects or enterprise SaaS to everything from telecom to finance and marketing sectors. hansbaggesen@gmail.com , +45 4042 3281 © 2009 Mads Troels Hansen, Hans Haller Baggesen 2
  3. • Collaboration and Communication Protocols © 2009 Mads Troels Hansen, Hans Haller Baggesen 3
  4. • 5-6 time zones between Denmark and Bangladesh © 2009 Mads Troels Hansen, Hans Haller Baggesen 4
  5. • Building relations and simulating distributed work © 2009 Mads Troels Hansen, Hans Haller Baggesen 5
  6. • CMMI and having the process as a goal © 2009 Mads Troels Hansen, Hans Haller Baggesen 6
  7. • Having the process as a tool to deliver business value as a goal. © 2009 Mads Troels Hansen, Hans Haller Baggesen 7
  8. • Structure and fast exposure of problems © 2009 Mads Troels Hansen, Hans Haller Baggesen 8
  9. • Rhythm and visibility © 2009 Mads Troels Hansen, Hans Haller Baggesen 9
  10. • Technical Infrastructure © 2009 Mads Troels Hansen, Hans Haller Baggesen 10
  11. • Product Owner and queues © 2009 Mads Troels Hansen, Hans Haller Baggesen 11
  12. • Shared Product Vision © 2009 Mads Troels Hansen, Hans Haller Baggesen 12
  13. • Focus on Domain Knowledge © 2009 Mads Troels Hansen, Hans Haller Baggesen 13
  14. • Identifying problems and finding the root cause © 2009 Mads Troels Hansen, Hans Haller Baggesen 14
  15. • Architecture collaboration © 2009 Mads Troels Hansen, Hans Haller Baggesen 15
  16. • Global teams © 2009 Mads Troels Hansen, Hans Haller Baggesen 16
  17. • Global teams and virtual task boards © 2009 Mads Troels Hansen, Hans Haller Baggesen 17
  18. • Global reviews © 2009 Mads Troels Hansen, Hans Haller Baggesen 18
  19. • Product Owner as part of the R&D team © 2009 Mads Troels Hansen, Hans Haller Baggesen 19
  20. • Moving people between Denmark and Bangladesh © 2009 Mads Troels Hansen, Hans Haller Baggesen 20
  21. • Global teams with shared commitment © 2009 Mads Troels Hansen, Hans Haller Baggesen 21
  22. Patterns for Effective Distributed Development Development Rhythm Practices Technical Infrastructure Structure Cross cultural understanding Domain Shared Knowledge Product Vision Communication Protocols © 2009 Mads Troels Hansen
  23. People don’t resist change, they resist being changed. - Peter Scholtes Hans Baggesen, hansbaggesen@gmail.com Mads Troels Hansen, mth@bestbrains.dk © 2009 Mads Troels Hansen, Hans Haller Baggesen 23

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