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Agile experiences inside a Global Company - Daniel Wildt\'s perspective


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The main problem while adopting Agile Methodologies is related to the Cultural Change. Imagine this happening in teams that work together with other teams, with different management strategies and different software development lifecycles. Different projects will be presented. With all these different scenarios, we will focus to understand challenges, actions taken and their results, success situations and failure situations transformed into lessons learned in this Agile adoption path. It’s a presentation to share a research work being developed for almost two years now, with some teams, and share lessons learned about applying Agile Methodologies inside a Global Company.

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Agile experiences inside a Global Company - Daniel Wildt\'s perspective

  1. 1. Agile experiences inside a Global Company Daniel Wildt’s perspective p
  2. 2. Apoio
  3. 3. Presenter Bio • 10 10+ years in IT • Researching Agile since 2003. Applying in projects since 2004. • Today: Software Developer inside Dell IT (since December 2006) • Working for an Enterprise Architecture Team • Working as an Agile Coach for Dell IT Brazil Teams • Today: FACENSA Faculty (Information Systems graduation course) • Teaching Agile Methodologies, Software Quality and Software Testing, Java, Ruby on Rails and .NET • Study Group Initiatives (Java/PHP/.NET/RoR) • Today: User Groups initiatives… Delphi, Agile, Java, Testing
  4. 4. Software Development Center at Dell Brazil IT • Center started back in 2002 @ Porto Alegre/RS; • Develop software (internal use) for approximately 100 countries; • First Development Center to operate outside US; • Intensive Automation to support sales processes (on-line store and call centers); •Interaction with other Dell 5 development centers.
  5. 5. Would you like to work at Dell?
  6. 6. Why all this? • Why Agile would be a good thing in a global company? • Lots of projects running in a waterfall way. Agile brings iterative development. Iterative development brings more communication by itself. • Better answer to business needs. Time to market. Focus on ROI. • Continuous improvement. New ideas, new challenges, new opportunities. • And… why do I care? Hired as a Software Developer, why don't I just shut up and code? • P i i Agile C Previous experience as A il Consultant, li i quot;the cultural changequot;. lt t living quot;th lt l h quot; • Always trying to avoid Death March projects (see Edward Yourdon). • T b ildi f l b tt Team building, focus on people, better work environment. k i t • Enhance Software Quality with the use of right tools and processes.
  7. 7. Why all this? Well…. I don’t want to see this…
  8. 8. Why all this? I want to see teams finding real needs…
  9. 9. Why all this? I want to see teams working together! With trust!
  10. 10. Why all this? I want to see teams establishing expectations… expectations with trust!
  11. 11. Why all this? I want to see teams finding ways to become more effective… with trust! effective
  12. 12. Project 1 – What is Agile anyway?? • Environment: • Distributed team – almost the same timezone (Brazil / US) • Planned as a 10 month release project. Waterfall lifecycle. • The team: Business Team + Development Team + Testing Team. • The Change: • Avoided changing 100% to quot;Agilequot;. Baby steps to understand culture. • Changed structure to deliver more during this time. Three iterations with not fixed size. Better than nothing! ☺ More communication with business. • Focus on test practices to enhance communication between dev / test. The l f U it T t Th l fC d C Th value of Unit Test. The value of Code Coverage to enhance test t h t t quality. The value of test scenarios peer review.
  13. 13. Project 1 – What is Agile anyway?? • The Change: • Velocity Calculation to the rescue! Understand project delay faster. Don't need to wait for a three month milestone to understand that. • Reality workbook - understanding team velocity/capacity • Team started to understand the focus on customer, quality and results.
  14. 14. Project 2 - Who needs testing anyway? • Environment • Distributed team (Brazil / China / US) • Three month engagement as software developer. • Waterfall please. No Iterative, thanks. • The team: Architect + Development Team. No testing team assigned. • Changes: • Testing practices applied to increase team communication and confidence in source code. No test team available. • Continuous integration (automated build) to increase quality assurance importance. i t • Tools used: PMD, JUnit and Emma integrated with CruiseControl.
  15. 15. Project 2 - Who needs testing anyway? • Changes: • Metrics generated within every build to show current progress with code. • Code increased faster, but with quality? • Copy and Paste detector applied (PMD tool) • Who needs testing? The important thing is to deliver. Right?
  16. 16. Project 3 – Baby steps to Agile world – Success! • Environment • Distributed team - Scrum of Scrums concept. • Product Owners available in 5 different regions around the world. One Prioritized Backlog. It works! • Started to use Agile within the development team (only). • The Changes: • Weekly cicles to set expectations with dev/test/business. • Better documentation, testable documents (INVEST). Documentation enhanced to support business, development and testing perspectives. One view. • Quality Assurance with automated builds (CruiseControl + PMD + Emma)
  17. 17. Project 3 – Baby steps to Agile world – Success! • The Changes: • The code coverage importance (Emma) • Team committed. • Team Empowerment (leadership enhanced) • The importance of short tasks
  18. 18. Project 4 – Who needs a schedule? • Environment • Distributed Team (Brazil / US) • One product backlog for every team member • Priorities changes every… week? Day? Hour? • Impeded? No impediment resolution. New feature for you. Keep working. Multi-task, ok? • The Change: • Scrum to the rescue • Ok, but don't use the term Scrum or Agile Methodologies ok?
  19. 19. Project 4 – Who needs a schedule? • The Change: • Use an one week timebox (for a start). Ok! • Have an prioritized list of features to work, based on ROI (Return of Investiment), considering business parameters. Ok! • At the beginning of the cycle, prioritize work and set expectations with team (goals). Ok! t ( l ) • Communicate during the cycle, so team is aware of what is done. Ok! • At the end of the cycle, check work done and check h th d f th l h k kd d h k how t i to improve (retrospective). Ok! • So… SCRRRRRUUUUMMMMM!!!!
  20. 20. Project 4 – Who needs a schedule? • The Change: Before Customers After Customers Prioritized Priorities Functionalities Person 4 Person 1 / Person 4 Person 1 Person 2 Person 3 Priorities Person 1 P Person 2 P Person 3 P
  21. 21. Current State – What I’m doing? • Agile is an option to use as a software development lifecycle inside the company • I'm working as a Coach inside the company, to help teams to adopt Agile • Focus: metrics and Plan/Do/Check/Act cycles. • So… start with Continuous improvement. If you improve, benefits will come. • Agile practices are used as needed. • E Everything starts with principles and values… thi t t ith i i l d l • Internal trainings related to Agile inside the company. • Leading it h b t quot;Agile Testingquot;. University research group, about quot;A il T ti quot; L di an U i
  22. 22. Resources • The Agile Manifesto • The Toyota Way – by Jeffrey Liker McGraw Hill, 2004 Liker. McGraw-Hill 2004. • Implementing Lean Software Development: From Concept to Cash –by Mary and Tom Poppendieck • Agile Estimating and Planning – by Mike Cohn • User Stories Applied – by Mike Cohn
  23. 23. Resources • Agile Project Management with Scrum - by Ken Schwaber • Extreme Programming Explained, Embrace Change – by Kent Beck with Cynthia Andres • A Practical Guide to Feature-Driven Development – by Stephen Palmer and John Felsing. • Scrum and XP from the Trenches
  24. 24. Resources • eXtreme Programming • Lean Development software development http://www netobjectives com/resources/lean-software-development • Scrum
  25. 25. Resources • Implementing Scrum • Dilbert Comics
  26. 26. Resources • Edward Yourdon – Death March projects Check book, for instance the “Death March Meets XP”. • Invest in good user stories: http://xp123 com/xplor/xp0308/index shtml • Scrum and CMMI Level 5: The Magic Potion for Code Warriors for.html
  27. 27. Resources • Using an Agile Software Process with Offshore Development • Introduction to Agile for Traditional Project Managers – Stacia Broderick • Mapping the PMBOK Knowledge Areas to Agile Practices – Michele Sliger • CRISTAL, Maurício ; WILDT, Daniel ; PRIKLADNICKI, Rafael . Usage of Scrum Practices within a Global Company In: IEEE International Conference on Global Company. Software Engineering (ICGSE), 2008, Bangalore. IEEE International Conference on Global Software Engineering (ICGSE). Los Alamitos : IEEE Computer Society Press, 2008. v. 1. p. 222-226.
  28. 28. Agile experiences inside a Global Company Daniel Wildt’s perspective p