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CreativITy - Fontys Venlo - The Pragmatic Project - 26 May 2010

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During the second CreativITy session at the Fontys school for Software Engineering in Venlo we talked about the Pragmatic Project. Agile software development and learning to steer on Value.

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CreativITy - Fontys Venlo - The Pragmatic Project - 26 May 2010

  1. 1. Vision ~ Knowledge ~ Results 26 May 2010 samenwerking, pragmatische aanpak en innovatie met Java en Oracle Douwe Pieter van den Bos
  2. 2. RECAP:
  3. 3. Prettier                      Than it really needs to be
  4. 4. Problems tend to get solved by IT Projects are in the IT domain
  5. 5. More  and  More  And  More  and  More   Power is needed
  6. 6. In less and less and less     TIME ( & Money)
  7. 7. Creativity  is  a  mental  and  social   process  involving  the  genera4on  of  new  ideas   or  concepts.   Wikipedia   Princeton: the ability to create
  8. 8. Find one Common Goal Within the Project
  9. 9. Make it SMALL
  10. 10. Boundaries: Platform, Architecture, Business…
  11. 11. Vision ! !(and a clear amount of effort)! Are the only perquisites needed for a good project
  12. 12. Just  Do  IT!  
  13. 13. SO, What’s with that Project?.>
  14. 14. The IBM Global CEO Study (2008 & 2009)
  15. 15. Change…
  16. 16. Cost RUN WIN CHANGE Bron: Peter Hinssen – www.it-fusion.com Whitehorses B.V.
  17. 17. Cost RUN WIN CHANGE Bron: Peter Hinssen – www.it-fusion.com Whitehorses B.V.
  18. 18. RUN WIN CHANGE Saving? Cost Bron: Peter Hinssen – www.it-fusion.com Whitehorses B.V.
  19. 19. Cost Risk Quality Agility
  20. 20. Reflex ions on the Water " " " " " " " " " " " " " " " " " " " " " " " " " " " " "FALL
  21. 21. Behavior Cost Risk Value?
  22. 22. Break Whitehorses B.V.
  23. 23. Agile?
  24. 24. Agile: adj. 1. Characterized by quickness, lightness, and ease of movement; nimble. 2. Mentally quick or alert: an agile mind.
  25. 25. 1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   19   20   21   22   23   Whitehorses B.V.
  26. 26. 1   2   3   4   5   6   7   8   9   10   11   12   13   14   15   16   17   18   19   20   21   22   23   Whitehorses B.V.
  27. 27. And how do We React?
  28. 28. Predict, Guard and Control
  29. 29. But can we really predict CHAOS?
  30. 30. Costs  of  Predic1on   Focus   Developing  SoKware   Guarding   Predic4ng   Predictability   Progress   Whitehorses B.V.
  31. 31. How  much  Value  is  there?   Delivered  Value   Asked  Value   Minimal  Value   End Of Life Time   Whitehorses B.V.
  32. 32. Let’s just Hope and Pray for the Best
  33. 33. People and Interaction above processes and tools Working software above detailed documentation The Client above contracts Reaction to change above Following the plan http://www.agilemanifesto.org/ Whitehorses B.V.
  34. 34. Daily Scrum Iteratie Product backlog Sprint backlog Product Whitehorses B.V.
  35. 35. Need   USER  STORY   Product  Owner:   Team:   Wish   Wish   Business  Value   Story  Points   (Rabbits)   Acceptance  criteria   Solu4on   Whitehorses B.V.
  36. 36. Whitehorses B.V.
  37. 37. t Burndown Chart Whitehorses B.V.
  38. 38. Story Points 350 250 150 50 t Whitehorses B.V.
  39. 39. Solu4on(?)    Wish    Actual   Need    Solu4on   Test   SoKware   Design   Require-­‐ ments   Whitehorses B.V.
  40. 40. Remember:
  41. 41. ….. ……..
  42. 42. Uncertainty   Focus   Developing  SoKware   Predic4ng   Guarding   Progress   Progress   Whitehorses B.V.
  43. 43. How  much  Value  is  there?   120   100   80   Delivered  Value   60   Asked  Value   40   Minimal  Value   20   0   Time   Whitehorses B.V.
  44. 44. The Times for Change are Now
  45. 45. Move, From servicing to Innovation…
  46. 46. Put Some Energy Into IT
  47. 47. What’s it Worth?
  48. 48. Butterfly Effect
  49. 49. www.whitehorses.nl More Info: www.ome-b.nl www.twitter.com/omebos www.flickr.com/photos/ome-b

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