Your SlideShare is downloading. ×
0
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

STC Toronto Agile Intro - How can this possibly work?

2,712

Published on

This is an invited talk I gave at STC Management Day in Toronto (Feb 2010). After intro, show role of docs in iterations - sometimes trailing. …

This is an invited talk I gave at STC Management Day in Toronto (Feb 2010). After intro, show role of docs in iterations - sometimes trailing.

Let me know if you would like a copy of this presentation for your own use

Published in: Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,712
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. STC Agile IntroHow can this possibly work?<br />Michael Sahota<br />Feb. 2010<br />
  • 2. Michael - 15+ years in IT<br />V.P. Research and Development<br />Enterprise Architect<br />Director Software Development<br />Architect<br />Senior J2EE Developer<br />Project Manager<br />Team Lead<br />C++ Developer<br />Java Developer<br />Researcher<br />M.Sc. in Computer Science<br />B.A.Sc. in Engineering Science<br />
  • 3. Michael - 8 years working with Agile<br />Agile Coach<br />Lean Consultant<br />Scrum Master<br />
  • 4. Evidence that Agile Works<br />
  • 5. Impact of agile on productivity 88% <br />Dr Dobbs Journal, 2008 Survey. Data, summary, and slides downloadable from www.ambysoft.com/surveys/<br />Copyright 2008 Scott W. Ambler www.ambysoft.com/surveys/<br />
  • 6. Impact of agile on quality of systems deployed  77% <br />Copyright 2008 Scott W. Ambler www.ambysoft.com/surveys/<br />
  • 7. Impact of agile on business stakeholder satisfaction  78% <br />Copyright 2008 Scott W. Ambler www.ambysoft.com/surveys/<br />
  • 8. Survey of “good time” or “best time” working at Salesforce.com<br />Before Agile - 40%<br />92% would<br />recommend<br /> Agile to others<br />With Agile - 86%<br />
  • 9. DoD prefers an Agile approach<br /><ul><li>After years of learning, identified evolutionary delivery (Agile) as the preferred approach over Waterfall
  • 10. Made official policy in DoD 5000.2 (year 2000)</li></ul>Largest<br />Procurer of<br />Software<br />
  • 11. Many companies<br /><ul><li>Microsoft
  • 12. Yahoo
  • 13. Google
  • 14. Electronic Arts
  • 15. High Moon Studios
  • 16. Lockheed Martin
  • 17. Philips
  • 18. Siemens
  • 19. Nokia
  • 20. Capital One
  • 21. BBC
  • 22. Intuit
  • 23. Intuit
  • 24. Nielsen Media
  • 25. First American Real Estate
  • 26. BMC Software
  • 27. Ipswitch
  • 28. John Deere
  • 29. Lexis Nexis
  • 30. Sabre
  • 31. Salesforce.com
  • 32. Time Warner
  • 33. Turner Broadcasting
  • 34. Oce</li></ul>CC Mountain Goat Software LLC<br />
  • 35. Many types of projects<br /><ul><li>Commercial software
  • 36. In-house development
  • 37. Contract development
  • 38. Fixed-price projects
  • 39. Financial applications
  • 40. ISO 9001-certified applications
  • 41. Embedded systems
  • 42. 24x7 systems with 99.999% uptime requirements
  • 43. the Joint Strike Fighter
  • 44. Video game development
  • 45. FDA-approved, life-critical systems
  • 46. Satellite-control software
  • 47. Websites
  • 48. Handheld software
  • 49. Mobile phones
  • 50. Network switching applications
  • 51. ISV applications
  • 52. Some of the largest applications in use</li></ul>CC Mountain Goat Software LLC<br />
  • 53. Agile Values and Principles<br />
  • 54. TODO - Gerry<br />CC Gerry Kirk<br />
  • 55. The Agile Manifesto sets out values<br />Individuals and interactions <br />over processes and tools <br />Working software <br />over comprehensive documentation <br />Customer collaboration <br />over contract negotiation <br />Responding to change <br />over following a plan <br />Craftsmanship*<br />over crap<br />Common Sense<br />Enabler<br />While there is value in the items on the right,<br /> we value the items on the left more<br />* 2008 proposal by Bob Martin<br />
  • 56. Osmotic Communication<br />Copyright Alistair Cockburn<br />
  • 57. Principle: Face-to-face communication is fast and effective<br />Copyright Alistair Cockburn<br />
  • 58. Documentation matters too!<br />It is important that details get stored (paper, models, images, video, etc.) to handle:<br /><ul><li>Gaps in time - What did we decide last month?
  • 59. Gaps in space - Keeping off-site people in the loop
  • 60. Contracts & change of personnel
  • 61. Traceability</li></li></ul><li>Team Rooms – ~2x productivity<br />
  • 62. Agile: The Process<br />
  • 63. Agile processes come in different flavours<br />RUP<br />Agile<br />Scrum<br />(XP)Extreme<br />Programming<br />Lean<br />IID<br />Lean<br />Software<br />(Kanban)<br />Crystal<br />Clear<br />Scrum, but…<br />
  • 64.
  • 65.
  • 66.
  • 67.
  • 68. Engineering Practices Matter<br />Version Control<br />Coding standards<br />TDD <br />Refactoring<br />
  • 69. Engineering Practices Matter<br />Continuous Integration<br />Automated Testing<br />User Stories<br />Shared code ownership<br />Pairing <br />CC Gerry Kirk<br />
  • 70. Where to learn more<br />
  • 71. Resources<br />This presentation<br />http://www.slideshare.net/michael.sahota<br />Links to articles, presentations and videos<br />http://www.agilitrix.com/agile-learning-resources/<br />GTA Agile community events<br />http://www.torontoagilecommunity.org/<br />
  • 72. What questions do you have?<br />

×