SlideShare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy.
SlideShare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details.
Successfully reported this slideshow.
Activate your 14 day free trial to unlock unlimited reading.
12.
The Secret Sauce of BMC’s Success <ul><li>The three ingredients of BMC’s secret sauce were: </li></ul><ul><ul><li>The passion and pride of the craftsman </li></ul></ul><ul><ul><li>Creating a learning organization </li></ul></ul><ul><ul><li>Providing “air cover” for a long enough time for harnessing the Scrum methodology to our specific environment/circumstances </li></ul></ul><ul><li>Agile at BMC pretty much followed the evolutionary biologists “Punctuated Equilibrium” paradigm advocated by Stephen Jay Gould - confluence of several factors that mature all-at-once: </li></ul><ul><ul><li>Long intervals of additive evolution (“Equilibrium") </li></ul></ul><ul><ul><li>“ Punctuated" by short, revolutionary transitions , in which species became extinct and replaced by wholly new forms </li></ul></ul><ul><ul><li>The Punctuated Equilibrium paradigm has successfully been applied to explain phenomena in other domains, e.g. revolution in military affairs </li></ul></ul><ul><ul><li>It can/should happen in your company </li></ul></ul><ul><li>What BMC accomplished can be achieved by any fully committed company that has the leadership, know-how, flexibility and patience to let the Agile process evolve and mature </li></ul>
24.
Sacred Laws of Software Engineering Revisited <ul><li>The BMC experience reported earlier in this presentation can be summarized as follows: </li></ul><ul><ul><li>Aggressive staffing: 2-3X the typical number of co-dependent Scrum project teams </li></ul></ul><ul><ul><li>Racing against short deadline without incurring a hit on productivity </li></ul></ul><ul><ul><li>Gaining big time on productivity without incurring a hit on quality </li></ul></ul><ul><ul><li>(Distributed development environment) </li></ul></ul><ul><li>It seems that for this kind of Hyper-productivity in Scrum, two cornerstones laws of software engineering could be relaxed*: </li></ul><ul><ul><li>Brook’s law </li></ul></ul><ul><ul><li>Puttnam’s 4 th law </li></ul></ul><ul><li>With some very far reaching ramifications with respect to the traditional release concept…. </li></ul><ul><li>(*) I am deeply indebted to Michael Mah for this observation </li></ul>