Keynote at the SPA Software in Practice, London, 26 June 2019.
Agile methods were aimed at small, co-located teams developing non-critical software products. The success of these methods for small teams have led to use in projects with tens of teams and hundreds of developers. Are agile methods suited in this new context? What fundamental assumptions in agile methods become challenging with scale? What can we learn from prior studies on key areas such as managing uncertainty, coordination, sharing knowledge, self management and tailoring of development method?
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
Agile project kick off from the trenchesGeorge Stamos
This document outlines the process for an agile project kick-off meeting. It discusses preparing for the meeting by defining the project scope and vision, managing stakeholders, setting up collaboration tools, and establishing continuous integration. The execution section describes calling the kick-off meeting, presenting the project details, agreeing on working agreements and processes, managing stakeholders, conducting a competence gap analysis, and initiating risk management planning. The goal is to provide all necessary information and set expectations to start the project with confidence.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
7 Prioritization Techniques for Product ManagersProductPlan
As a product manager, how do you balance dozens of feature requests from countless teams in your organization? Without a mechanism in place to keep track of the noise, prioritization is nearly impossible. But fear not! Here are 7 time-tested prioritization techniques for product managers.
Validating Delivered Business Value – Going Beyond “Actual Business Value”Yuval Yeret
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. In this talk we will explore techniques for validating the actual value delivered by SAFe Teams and ARTs based on real-world outcomes that can be evaluated post-release. RTEs, Product Management and Lean/Agile Leaders will be able to assess their current ability to validate value and learn specific practices they could add to their artifacts and events. Finally, we will take a deeper look at optionality and hypothesis-driven thinking in SAFe and challenge the comfort zone on how to properly use some of SAFe’s essential elements in this context.
Learning Objectives:
Assess their competency level of their ART/Program when it comes to ability to validate value
Evolve their Inspect and Adapt events to enable validation value based on real outcomes
Extend their Program and Portfolio Kanbans to help manage the flow of learning and validation.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
This document proposes an "invitation-based" approach to implementing SAFe that aligns with Lean-Agile principles of respect, decentralization, and flow. Rather than mandating change, it suggests using workshops to invite organizations to consider SAFe and gain alignment. Leaders would be invited to spread SAFe through their areas. Agile Release Train launches would involve an invitation process. The goal is to evolve SAFe's implementation approach by "walking the talk" of its Lean-Agile principles through decentralized decision making and respecting people and culture.
You can download this product from -
https://www.slideteam.net/agile-transformation-approach-playbook-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Agile Transformation Approach Playbook covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc., are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
Agile project kick off from the trenchesGeorge Stamos
This document outlines the process for an agile project kick-off meeting. It discusses preparing for the meeting by defining the project scope and vision, managing stakeholders, setting up collaboration tools, and establishing continuous integration. The execution section describes calling the kick-off meeting, presenting the project details, agreeing on working agreements and processes, managing stakeholders, conducting a competence gap analysis, and initiating risk management planning. The goal is to provide all necessary information and set expectations to start the project with confidence.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
7 Prioritization Techniques for Product ManagersProductPlan
As a product manager, how do you balance dozens of feature requests from countless teams in your organization? Without a mechanism in place to keep track of the noise, prioritization is nearly impossible. But fear not! Here are 7 time-tested prioritization techniques for product managers.
Validating Delivered Business Value – Going Beyond “Actual Business Value”Yuval Yeret
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. In this talk we will explore techniques for validating the actual value delivered by SAFe Teams and ARTs based on real-world outcomes that can be evaluated post-release. RTEs, Product Management and Lean/Agile Leaders will be able to assess their current ability to validate value and learn specific practices they could add to their artifacts and events. Finally, we will take a deeper look at optionality and hypothesis-driven thinking in SAFe and challenge the comfort zone on how to properly use some of SAFe’s essential elements in this context.
Learning Objectives:
Assess their competency level of their ART/Program when it comes to ability to validate value
Evolve their Inspect and Adapt events to enable validation value based on real outcomes
Extend their Program and Portfolio Kanbans to help manage the flow of learning and validation.
Scaled Agile Framework (SAFe) in the TrenchesYuval Yeret
This document proposes an "invitation-based" approach to implementing SAFe that aligns with Lean-Agile principles of respect, decentralization, and flow. Rather than mandating change, it suggests using workshops to invite organizations to consider SAFe and gain alignment. Leaders would be invited to spread SAFe through their areas. Agile Release Train launches would involve an invitation process. The goal is to evolve SAFe's implementation approach by "walking the talk" of its Lean-Agile principles through decentralized decision making and respecting people and culture.
You can download this product from -
https://www.slideteam.net/agile-transformation-approach-playbook-powerpoint-presentation-slides.html
slideteam.net has the world's largest collection of Powerpoint Templates. Browse and Download now!
Description of this above product -
Agile playbook enables development teams to manage software development life cycle and current state assessment. It ensures teams and stakeholders align with goals associated with the pilot project. Here is an efficiently designed Agile Transformation Approach Playbook covering best practices for deploying agile. The template covers an agile overview in terms of fundamental principles of the agile manifesto, critical phases in the agile product development lifecycle, and agile project management workflow. The agile development strategies include agile framework and practices through scrum and Kanban. Essential components of agile such as product vision board, work prioritization, agile sprints, user story, etc., are presented over the deck. Agile project events such as release planning, iteration planning, and valuable meetings associated with agile project management are captured. Agile progress tracking is managed through a software development timeline roadmap, schedule planning, work breakdown structure, and overall progress tracking. The playbook covers information about the agile team along with key people involved. The cost estimation analysis is done by managing the agile project budget. The agile project progress is tracked through dashboards. Download it now.
Lean Portfolio Strategy Part 2: Shifting from Imitation to Real LPM - The Mov...Cprime
Download the associated webinar: https://www.cprime.com/resource/webinars/lean-portfolio-strategy-part-2-shifting-from-imitation-to-real-lpm-the-move-to-true-value-streams/
Lean Portfolio Management (LPM) is touted as a world-changing paradigm. A shift that promises to boost productivity, time to market, quality, customer satisfaction, revenue, and a host of other vital business metrics. It promises to transform the organization to a leaner, more agile version of itself, primed to innovate effortlessly and outperform its competition at every turn.
Most organizations who have tried to establish LPM find the reality to be more nuanced than that. These companies end up implementing “Imitation LPM” where actions and some process changes may be in place and functioning, but the real promise of LPM- the increased agility and reduced waste- is not occurring.
Real LPM assumes that work is funded by value streams with teams organized around delivery of products and services that are valuable to customers. This is, perhaps, the hardest part of implementing LPM.
In part 1 of this webinar we explored how signs of imitation LPM show up in an organization’s approach to strategy. In this second of our series, we join Michiko Quinones (Jira Align Consultant) and Jean Dahl (General Manager, Scaled Agility) to explore:
- How to organize around value streams
- Real world examples of organizations who have successfully shifted from imitation value streams to true value streams
- The impact to funding and budgeting cycles
The document introduces the POWER Start method for effectively structuring and focusing Scrum meetings. POWER Start stands for Purpose, Outcomes, What's in it for Me/We, Engage, Roles and Responsibilities. It provides a POWER Start template for each of the Scrum events - Planning I & II, Daily, Refinement, Review, and Retrospective - with the purpose, outcomes, engagement statement, and roles for each. The goal is to help everyone in the meeting stay on track by clarifying the purpose, expected outcomes, benefits, and responsibilities at the start.
The Agile Manifesto (and a brief history lesson)Adrian Howard
The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes/tools, documentation, contract negotiation, and strict plans. It lists 12 principles including satisfying customers through early delivery, welcoming changing requirements, frequent delivery, business/developers working daily together, and face-to-face communication. The manifesto helped uncover better software development practices through values emphasizing people over process.
Doing Agile Isnt The Same As Being Agilelazygolfer
The document discusses the difference between "doing Agile" and truly "being Agile". It argues that simply following Agile processes is not enough and organizations need to embrace an Agile mindset to succeed. This involves basing work on the Agile Manifesto, lean thinking, collaboration, continual improvement and focusing on root causes rather than band-aids. Common barriers to being Agile include dysfunctional product ownership, lack of testing and training, inability to change culture and going through the motions without understanding why.
Scrum uses relative estimation and velocity to aid in planning and making trade-off decisions. Relative estimation involves comparing the effort of new requirements to previously estimated ones, which humans are better at than absolute estimates. Velocity is the amount of work completed in an iteration, measured in story points or hours, and varies over time so is useful for longer-term planning. There are two types of Scrum planning: fixed-date planning estimates how much can be completed by a date based on velocity, while fixed-scope planning estimates the timeframe to complete all backlog items based on velocity. Both use velocity as a range rather than a precise prediction.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
The document contains instructions for drawing a summer meadow scene with specific elements like flowers, grass, cows, birds, and a sun. It begins with more open requirements to draw blue and red flowers with cows and birds under a sun. Then it provides closed, detailed requirements specifying the number and characteristics of each element to include in the drawing. The document discusses the difference between open and closed requirements.
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
The Essence of Sprint Planning : Presented by Sprint PlanningoGuild .
This document outlines an effective approach to sprint planning in agile software development. It discusses the need for sprint planning to balance predictability and adaptability. The key steps in sprint planning are explained as understanding stories, selecting stories for a sprint, planning each story, and closing the sprint planning. Challenges that can occur are also presented. Effective sprint planning helps teams achieve the benefits of agility through progressive planning, early and frequent releases, limiting work in progress, and collaboration.
Agile Estimating & Planning by Amaad QureshiAmaad Qureshi
An introduction to Agile Estimating and how it can be used to measure the size and length of work.
Agile estimating & planning is a way of measuring the size and time it takes to complete a task. This technique is used by Agile teams in Enterprise and can be utilised in the same way by Start-ups not just for software but for all areas of the business. In this talk I will show you how estimating & planning works by:
- Writing effective user stories
- Writing tests to validate stories (acceptance criteria)
- Using story points to work out the size of a task
- Estimating using Planning Poker
- Using Story Points to calculate a team’s velocity (speed of work)
- Using a team’s velocity to calculate project length
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
The document discusses prioritization techniques in agile software development. It covers various techniques like MoSCoW, Kano model, and relative weighting method. It also discusses topics like agile team structure, approaches, methodologies, architectures, automation, and infrastructure used in agile projects. The document provides examples and diagrams to explain the different prioritization techniques.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
Presentazione finale dell'evento del 25/11/2017 al Politecnico di Torino tenuta dai componenti dell'Agile Community Torino. Presentazione Daniel Palmisano e Luca Bergero
http://agile.to.it
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
Teamwork in software development: From self-managing agile teams to multi-team projects
Keynote, International Workshop on Teamworking 21: Putting knowledge into team design
The document introduces the POWER Start method for effectively structuring and focusing Scrum meetings. POWER Start stands for Purpose, Outcomes, What's in it for Me/We, Engage, Roles and Responsibilities. It provides a POWER Start template for each of the Scrum events - Planning I & II, Daily, Refinement, Review, and Retrospective - with the purpose, outcomes, engagement statement, and roles for each. The goal is to help everyone in the meeting stay on track by clarifying the purpose, expected outcomes, benefits, and responsibilities at the start.
The Agile Manifesto (and a brief history lesson)Adrian Howard
The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change over processes/tools, documentation, contract negotiation, and strict plans. It lists 12 principles including satisfying customers through early delivery, welcoming changing requirements, frequent delivery, business/developers working daily together, and face-to-face communication. The manifesto helped uncover better software development practices through values emphasizing people over process.
Doing Agile Isnt The Same As Being Agilelazygolfer
The document discusses the difference between "doing Agile" and truly "being Agile". It argues that simply following Agile processes is not enough and organizations need to embrace an Agile mindset to succeed. This involves basing work on the Agile Manifesto, lean thinking, collaboration, continual improvement and focusing on root causes rather than band-aids. Common barriers to being Agile include dysfunctional product ownership, lack of testing and training, inability to change culture and going through the motions without understanding why.
Scrum uses relative estimation and velocity to aid in planning and making trade-off decisions. Relative estimation involves comparing the effort of new requirements to previously estimated ones, which humans are better at than absolute estimates. Velocity is the amount of work completed in an iteration, measured in story points or hours, and varies over time so is useful for longer-term planning. There are two types of Scrum planning: fixed-date planning estimates how much can be completed by a date based on velocity, while fixed-scope planning estimates the timeframe to complete all backlog items based on velocity. Both use velocity as a range rather than a precise prediction.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Delivering value early and often, giving ourselves the best opportunity to beat the competition to market, realize revenue and discover insights that we can use to help us improve.
Agile methods are becoming norm as the new working paradigm in our VUCA (volatile, uncertain, complex and ambiguous) world.
Organizations and teams are redesigning how they work in response to change or disruption in their market, as well as the need to gain competitive advantage through digital innovation or an enriched customer experience. The implications of Agile for Human Resources (HR) are huge and without shifting our existing HR processes, adoptability of agile become challenge.
It’s not about managing resources but rather managing people. Agile HR transforms the fundamental principles of HR to into People Operations leading Agile, digital and networked organizations. The aim is to build a shared value between your customers, business and people by:
Adopting a Mindset and a Culture – Embracing the Agile mindset within HR and people practices to incrementally deliver value to your customer
Co-create among the Organization – Applying Agile techniques, like Scrum and Kanban, to self-organize, experiment and co-create directly with your people.
Structure an organisation for connection, not control to empower people to give and do their best.
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
The document contains instructions for drawing a summer meadow scene with specific elements like flowers, grass, cows, birds, and a sun. It begins with more open requirements to draw blue and red flowers with cows and birds under a sun. Then it provides closed, detailed requirements specifying the number and characteristics of each element to include in the drawing. The document discusses the difference between open and closed requirements.
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
The Essence of Sprint Planning : Presented by Sprint PlanningoGuild .
This document outlines an effective approach to sprint planning in agile software development. It discusses the need for sprint planning to balance predictability and adaptability. The key steps in sprint planning are explained as understanding stories, selecting stories for a sprint, planning each story, and closing the sprint planning. Challenges that can occur are also presented. Effective sprint planning helps teams achieve the benefits of agility through progressive planning, early and frequent releases, limiting work in progress, and collaboration.
Agile Estimating & Planning by Amaad QureshiAmaad Qureshi
An introduction to Agile Estimating and how it can be used to measure the size and length of work.
Agile estimating & planning is a way of measuring the size and time it takes to complete a task. This technique is used by Agile teams in Enterprise and can be utilised in the same way by Start-ups not just for software but for all areas of the business. In this talk I will show you how estimating & planning works by:
- Writing effective user stories
- Writing tests to validate stories (acceptance criteria)
- Using story points to work out the size of a task
- Estimating using Planning Poker
- Using Story Points to calculate a team’s velocity (speed of work)
- Using a team’s velocity to calculate project length
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
The document discusses prioritization techniques in agile software development. It covers various techniques like MoSCoW, Kano model, and relative weighting method. It also discusses topics like agile team structure, approaches, methodologies, architectures, automation, and infrastructure used in agile projects. The document provides examples and diagrams to explain the different prioritization techniques.
This document discusses effort estimation in agile projects. It recommends estimating tasks by relative size using story points rather than absolute time values. Planning poker, where a team privately selects effort estimate cards and then discusses them, is advocated as it emphasizes relative estimation and reduces anchoring bias. Velocity, the number of points a team can complete per iteration, is key for planning and adjusting for estimation errors over time. Burn down charts also increase visibility of progress.
The document provides an overview of roles, artifacts, meetings, and processes in Scrum. It defines the key roles of the Scrum Team, Product Owner, and Scrum Master. It describes the main artifacts like the Product Backlog, Sprint Backlog, and Burndown Chart. It outlines the core Scrum events of Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Finally, it addresses common questions and concepts like estimating, prioritization by business value, and self-managing teams.
Presentazione finale dell'evento del 25/11/2017 al Politecnico di Torino tenuta dai componenti dell'Agile Community Torino. Presentazione Daniel Palmisano e Luca Bergero
http://agile.to.it
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
Teamwork in software development: From self-managing agile teams to multi-team projects
Keynote, International Workshop on Teamworking 21: Putting knowledge into team design
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This article originally appeared in Training & Development magazine February 2016 Vol 43 No 1, published by the Australian Institute of Training and Development.
Strengths And Weaknesses Of Software DevelopmentBrianna Johnson
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[Agile Portugal 2014] - Agile Decision Support System for Upper Management - ...Pedro Henriques
The "life" of a company is the sum of its decisions. Hasty decisions can be disastrous, late decisions could mean loss of opportunity, but these decisions have to be made. Therefore it is important to have a tool that assists in decision making.
The main focus of this talk is to show the importance of support to decision making, understand the importance of risk and impediment management in agile environments and to present an approach to identify actions to mitigate risks and solve impediments based on Agile Community Knowledge.
This talk includes an example of a simple tool from the company SCRAIM. You can also check the video goo.gl/SBqAW4
The document discusses applying collaborative technologies to software development. It outlines the contents, which include introducing collaboration, discussing problems with non-collaborative work, and describing the proposed collaborative application's attributes and capabilities. The document aims to design an architecture that enables easy collaboration between distributed software engineers to reduce costs and improve productivity.
The document discusses software engineering projects, including their properties and categories. It describes the goals of software engineering and different types of project teams. Key aspects of projects are outlined such as objectives, schedules, resource allocation, and risk management. Software engineering aims to deliver high quality, cost-effective products on time. Factors that influence distributed teams are discussed. The document reviews research papers on topics like motivation for different country teams and communication-related risks for virtual teams.
- The interview discusses planning techniques for agile projects with Eduardo Miranda, an associate professor at Carnegie Mellon University.
- Miranda explains that while daily stand-ups and iterations replace some planning needs, plans are still useful for thinking through the work approach, communicating expectations to stakeholders, and coordinating team members.
- He provides examples of planning techniques including milestone planning to communicate goals and timelines to stakeholders, and paired comparison estimation which forces comparisons between stories to improve consistency compared to planning poker.
Planning your Digital Workplace: A Systems-Based Planning ApproachChristian Buckley
When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.
Odile is an organisation designer working with Intersection Railways to help redesign their organisation. In the first chapter, she assesses the current organisation and finds a fragmented design community and lack of collaboration. In chapter 2, she works to unite disciplines and develop a governance framework to oversee design. Chapter 3 describes her presentation of findings to executives and gaining support. Chapter 4 discusses planning the detailed design. Finally, in chapter 5 Odile reflects on progress made in establishing an integrated co-design process and new role at Intersection Railways.
The document summarizes a research paper that proposes a framework for integrating human-computer interaction (HCI) processes into distributed software development. It begins by discussing how HCI and software development have traditionally evolved independently. It then presents a proposed HCI process framework that includes four phases made up of analysis, design, implementation, and evaluation activities. Each activity involves specific methods, skills, and deliverables. The framework is meant to facilitate communication between HCI and development teams. The document also analyzes gaps between HCI and distributed development approaches and priorities. It argues that integrating the two fields could help deliver higher quality products that better meet users' needs.
Ludmila Orlova HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELO.docxsmile790243
Ludmila Orlova
HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT INFLUENCE AGILITY OF THE BUSINESS
Agile methodology is widely distributed tool for software development. Presented article explore research data about use of these tools, its influence to quality of the end product and performance of development and overall agility of business and companies.
KEYWORDS:
Agile, software development, agile business
CONTENT
1 INTRODUCTION
2 AGILE SOFTWARE DEVELOPMENT
3 SCALING AGILE
4 AGILE BUSINESS
5 CONCLUSION
REFERENCES
1 INTRODUCTION
Fast pace of science progress in solid state electronics led to incredible progress of computer devices that on its turn demanded software to control and manage the power of computer calculations and usage.
Software engineering emerged in the beginning of 20th century and by the end of it became separate state of art science, activity and the profession for millions. There are about 18.2 million software developers worldwide, a number that is due to rise to 26.4 million by 2019, a 45% increase, says Evans Data Corp. in its latest Global Developer Population and Demographic Study (P. Thibodeau, 2013). Along with growing number of software developers (software development firms, projects and people involved), increased the need for effective management of software development process. This demanded new approach and methodology from business researchers and managers. In the last several decades there was huge number of research, both in IT field and business management dedicated to this area.
Popularity of agile software development methods started about decade ago and at present these methods are employed by many big, medium size and small companies. Still growing attention to agile methods from software development specialists confirm these methods filled the lack of management techniques for software development that emerged and developed extremely fast along with speedy advancement of hardware in IT area. Great number of research done in areas such as changes in performance of software development using agile methods or scaling agile for large companies and teams. Also one of modern trends is an attempt to apply agile methodology for project management, marketing, sales and other activities. Goal of this article is to explore influence of application agile methods in software development to agility of whole company and business. Presented work based on secondary data taken from a multiple sources, the work performed as an exploratory study and a review of existing research in the area.
2 AGILE SOFTWARE DEVELOPMENT
Definition of an adjective agile in English is: able to move quickly and easily or able to think and understand quickly (Oxford Dictionary, 2015). The most often contemporary use presented by the following sentence: Relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into ...
JuliaThere is an art to projecting management. Knowing how to m.docxtawnyataylor528
Julia:
There is an art to projecting management. Knowing how to move a group of people who all has a common goal but all have a different point of views takes some skills this person will also need systematization. But along with a person to help everyone stay focus and moving the technology that is used for communication is also very important. Making sure everyone can communicate and send files that everyone can case and edit can help keep the project moving forward. Picking the right software from the beginning will make the sharing of information easy. Now for Brook’s Law, I believe if the right people are added and understand the objective this may not slow down the project. Adding a programmer or someone else to help write the simple code like for a table whiles the other people who have been on the project creates the more complex code is a great use of adding people. Everything about project management is about placement and communication.
Mantilla, Gloria E. Vela. "Community Systematization And Learning: Project Management For Change." Community Development Journal 45.3 (2010): 367-379. Political Science Complete. Web. 8 Dec. 2016
Charlene:
Hi Class,
“Project Management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.” I think a good project manager makes sure the project is completed within the time scheduled, within budget and good quality. While it is rare that a project goes without any mishaps, a good project manager would be able to catch those issues early if he/she is communicating and writing things down as the project progresses.
I think Fredric Brooks book The Mythical Man-Monthdoes have some truth to it still to this day especially regarding communication. While technology has advanced and there are smarter people, if the communication is not clear on how a project should go, workers' interpretations of what they thought was stated, could lead to a disaster. Knowledgeable, skilled workers who are not afraid to ask questions is the key.
http://cnx.org/content/m31508/latest/
Charlene
S U M M E R 2 0 0 9 V O L . 5 0 N O . 4
R E P R I N T N U M B E R 5 0 4 1 2
Frank Siebdrat, Martin Hoegl and Holger Ernst
How to Manage
Virtual Teams
SMR322
This document is authorized for use only in Leadership and Teams by Dev Team from July 2012 to January 2015.
SUMMER 2009 MIT SLOAN MANAGEMENT REVIEW 63COURTESY OF SAP
TEAMS ARE THE typical building blocks of an organization: They provide companies with
the means to combine the various skills, talents and perspectives of a group of individuals to achieve
corporate goals. In the past, managers used to colocate team members because of the high levels of
interdependencies that are inherent in group work. Recently, though, more and more ...
Distributed Agile Development: Practices for building trust in team through E...Waqas Tariq
Agile methods have been now widely popular and have been proved to be delivering high-quality software to the global users in shorter time frames and are effectively handling the continuous change on the requirements from the users. However, due to various reasons such as technical expertise scarcity, functional expertise scarcity, cost effectiveness, resource availability, globalization, necessity to work to the fullest taking the advantage of time zone variations and other factors; the teams can be geographically dispersed. We can call them Distributed Agile teams[1]. Given this globally distributed nature of the Agile team, the major challenge lies with the team communication and building trust across the team; It is difficult to foster team bonding and collabora-tion with the distributed teams with few or no face-to-face interaction. The difficulties in communica-tion and lack of trust in Distributed agile teams would have an impact on the productivity .Our ob-jective is to suggest usage of some of the existing practices and propose a new practice KYTE to overcome the barriers of communication and building trust in Distributed Agile Teams ,which would contribute to the increase in productivity.
A bibliometric analysis on cost and risk estimation in DevOps project menthod...Harender Singh
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Agile Development in Large-Scale: Challenges and Insight from Research
1. Agile Development in Large-Scale:
Challenges and Insight from Research
Keynote
SPA Software in Practice, London, 26 June 2019
Torgeir Dingsøyr
Chief Scientist, SINTEF Digital
Adjunct Professor, Department of Computer Science
Norwegian University of Science and Technology
2. Agenda
■ Why large-scale?
■ How do we do research large-scale agile development?
■ Insight on main challenges with scale:
■ Autonomy
■ Knowledge sharing
■ Coordination
■ Summary of insight
3. IKT
Home Ground of Agile Methods
«agile value set and practices best suit colocated
teams of about 50 people or fewer who have
easy access to user and business experts and
are developing projects that are not life-critical»
Williams and Cockburn, 2003
Williams, L. and Cockburn, A., "Agile Software Development: It’s about Feedback and Change," IEEE Computer, vol. 36, pp. 39-43, 2003.
5. IKTFlyvbjerg, B. and Budzier, A., "Why Your IT Project May Be Riskier Than You Think," Harvard Business Review, vol. 89, pp. 23-25, Sep 2011.
6. Arguments against Scaling Agile
The Folly of Scaling Agile
19 Jun 2014
I’m jotting down a few notes on Scaling Agile software development as Bucharest
Agile group invited me to talk about doing this. I have already warned them that I am
very skeptical about attempts to apply agile practices on large endeavours. While
preparing for our conversation, I thought it might be helpful for me to blog about the
reasons why I’m not a fan of Scaling Agile as this may make our conversation easier
to follow and help the group to come up with some questions.
When we apply Agile principles, we strip away process so that software developers
can work more collaboratively with business people to identify what is the most
valuable thing for them to deliver next. We focus on building working software and
releasing as early as we can to help us figure out what to build based on feedback
from users. Working this way is much harder when a lot of people are involved!
A bunch of things break down as you scale up. The biggest one is not being able to
maintain interpersonal relationships through which rich information flows, these are
replaced with weaker lossy forms of communication and misunderstandings about
what is the right thing to build next follow.
Typical things that become difficult at scale are access to business people and
infrastructure controlled by others outside immediate team. Meetings get long and
tedious, we start sending a representative from each team, which introduces more
secondhand information, emails and documentation.
When a project is big and is being changed by many hands it becomes much
harder to understand the whole, we start to introduce hierarchy with a select few
looking at the bigger picture and paying attention to separating concerns to allow
different teams to work in parallel. As a result, choice is removed from the team and
it can feel in teams that edicts come down from on high through a series of chutes
and screens that mask the reasoning behind them.
Often the initial attraction of Agile approaches to a business is to reduce delivery
timescales and enable developers to work faster with a lightweight approach.
Working in small teams allows individuals to feel more engaged because they have
Thoughts on Agile Coaching About Blog Events Talks Feed
The Folly of Scaling Agile http://rachelcdavies.github.io/2014/06/19/the-folly-of-scaling-agi...
1 av 3 20/02/2017, 13:44
«…not being able to maintain interpersonal
relationships through which rich information flows …»
«…meetings gets long and tedious, we start sending a
representative from each team, which introduces
more secondhand information, emails and
documentation.»
https://agilecoach.typepad.com/agile-coaching/2014/06/the-folly-of-scaling-agile.html
8. Programme Organisation
Dingsøyr, Torgeir, Moe, Nils Brede, Fægri, Tor Erlend, and Seim, Eva Amdahl, "Exploring Software Development at the Very Large-Scale: A Revelatory Case Study and Research Agenda for
Agile Method Adaptation," Empirical Software Engineering, 2018. http://rdcu.be/tcT3
9. Open Work Area
Dingsøyr, Torgeir, Moe, Nils Brede, Fægri, Tor Erlend, and Seim, Eva Amdahl, "Exploring Software Development at the Very Large-Scale: A Revelatory Case Study and Research Agenda for
Agile Method Adaptation," Empirical Software Engineering, 2018. http://rdcu.be/tcT3
10. Delivery Model
Dingsøyr, T., Dybå, T., Gjertsen, M., Jacobsen, A. O., Mathisen, T.-E., Nordfjord, J. O., Røe, K., and Strand, K., "Key Lessons from Tailoring Agile Methods for Large-Scale Software Development," IEEE IT
Professional, vol. 21, pp. 34-41, 2019.
11. Scaling Frameworks
0% 5% 10% 15% 20% 25% 30% 35%
Scaled agile framework (SAFe)
Scrum of Scrums
Internal method
Disciplined agile delivery (DaD)
Spotify model
Enterprise Scrum
Lean management
Agile portfolio management
Large-scale Scrum (LeSS)
Nexus
Recipe for agile governance ... (RAGE)
Kanban
Scrum at scale
Popularity of scaling frameworks from 13th State of Agile Survey 2019, VersionOne. https://www.stateofagile.com/
Conboy, K. and Carroll, N., "Implementing Large-Scale Agile Frameworks: Challenges and Recommendations," IEEE Software, vol. 36, pp. 44-50, 2019.
12. Project Success and Size
«Large-scale software development succeeds more often when using agile methods»
(Jørgensen 2019)
M A R CH /A PR I L 2019 | IE E E S O F T WA R E 41
the software proj-
ized as successful,
e, and 7% as failed.
medium-sized proj-
performances with
gorized as success-
as acceptable, and
d, respectively. The
ad 5% categorized
1% as acceptable,
d. The decrease in
nce with increased
sponds to findings
percent of the proj-
zed as agile. These
n in Table 2, had a
ccess rate than the
or all three size cat-
llustrates the effect
n for projects with
rmance. An analy-
l linear model with
elopment method
nagile) nested into
get size (i.e., small, FIGURE 1. The interaction plot of projects with acceptable performance.
0.7
0.6
0.5
0.4
0.3
0.2
ProportionAcceptable
Small Medium Large
Budget Category
Agile Nonagile
Development Method
Acceptable (n = 102) Agile 65% 58% 50%
Nonagile 19% 31% 25%
Failed (n = 13) Agile 2% 3% 14%
Nonagile 23% 6% 13%
*The percentages are the proportion of successful, acceptable, and failed projects for projects of the same budget size, category, and
development method.
Jørgensen, M., "Relationships Between Project Size, Agile Practices, and Successful Software Development: Results and Analysis," IEEE Software, vol. 36, pp. 39-43, 2019.
14. Ineffective coordination due to «misaligned planning activities of specification, prioritization,
estimation and allocation between agile team and traditional inter-team levels»
(Bick et al. 2017)
«inter-group coordination becomes a major challenge when groups enjoy high levels of
autonomy»
(Ingvaldsen and Rolfsen 2012)
Challenges in Large-Scale
«Scrum-of-Scrum meetings involving representatives from all teams were severely
challenged: the audience was too wide to keep everybody interested ... often ending up not
reporting anything»
(Paasivaara et al. 2012)
Ingvaldsen, J. A. and Rolfsen, M., "Autonomous work groups and the challenge of inter-group coordination," Human Relations, vol. 65, pp. 861-881, Jul 2012.
Paasivaara, M., Lassenius, C., Heikkil, V. T., "Inter-team coordination in large-scale globally distributed scrum: do scrum-of-scrums really work?," Proceedings of the ACM-IEEE international symposium on
Empirical software engineering and measurement, Lund, Sweden, 2012.
Bick, S., Spohrer, K., Hoda, R., Scheerer, A., and Heinzl, A., "Coordination Challenges in Large-Scale Software Development: A Case Study of Planning Misalignment in Hybrid Settings," IEEE Transactions on
Software Engineering, 2017.
15. Challenges with Scale
■ Autonomy
■ Sharing knowledge in a large project / programme
■ Coordinating many development teams
16. How do we do Research on
Large-Scale Agile
Devlopement?
19. Degrees of Autonomy
Slide design: Darja Smite. Model from Hackman, J. R. (1986). The psychology of self-management in organizations. Psychology and work: Productivity, change, and employment.
Autoritetsmatrise
Setting overall direction
Designing the team and its
organizational context
Monitoring and managing
work processes
Executing the task
Manager-led
teams
Self-managing
teams
Self-designing
teams
Self-governing
teams
Management responsibility
Team’s own responsibility
20. Barriers to Autonomy
Team-Level Barriers
if team-memb
the iteration p
to the iteration
much as possi
Another co
commitment w
tic plans. In e
tasks than the
became unrea
their plans to
one would fin
around the t
master (Comp
commented o
Shared resources
Organizational control
Specialist culture
Organizational-level
barriers
Individual commitment
Individual leadership
Failure to learn
Team-level
barriers
am- and
nal-level
self-
oftware
actual
e of a
ing team
t only on
ence of the
in managing
ng its
lso on
ational
vided by
Moe, N. B., Dingsøyr, T., and Dybå, T., "Overcoming Barriers to Self-Management in Software Teams," IEEE Software, vol. 26, pp. 20-26, 2009.
21. Insight from Studies
n “Organic” addition of roles (Tessem and Maurer, 2007)
n Technical architect
n Business responsible
n Test responsible
n Remove interdependencies across teams (Crowston et al. 2016)
n Ensure communication amongst teams to avoid silos (Elshamy, 2007)
Tessem, B. and Maurer, F., "Job satisfaction and motivation in a large agile team," in International Conference on Extreme Programming and Agile Processes in Software Engineering, 2007, pp. 54-61
Crowston, K., Chudoba, K., Watson-Manheim, M. B., and Rahmati, P., "Inter-team coordination in large-scale agile development: A test of organizational discontinuity theory," Proceedings of the Scientific Workshop
Proceedings of XP2016, Edinburgh, Scotland, UK, 2016.
Elshamy, A. and Elssamadisy, A., "Applying Agile to Large Projects: New Agile Software Development Practices for Large Projects," Berlin, Heidelberg, 2007, pp. 46-53.
23. Knowledge Integration and Development
Amrit Tiwana: An Empirical Study of the Effect of Knowledge Integration on Software Development Performance, Information and Software Technology, 2004.
“Higher levels of knowledge
integration are needed as the
complexity of a software project
(measured in person hours of
development effort) grows.”
(Tiwana 2005, page 905)
24. IKT
Retrospectives
«the single most important practice in agile development»
Agile practice guide
«number-one-most-important thing in Scrum»
Henrik Kniberg
Project Management Institute and Agile Alliance”, Agile Practice Guide: Project Management Institute, 2017.
Kniberg, H., Scrum and XP from the Trenches, 2nd edition ed.: InfoQ, 2015.
25. IKT
Retrospective Action Items after Topic
n 6 / 36 action items on project level
Action items after topic group
Process (13)
Other topics (7)
Tools (5)
People & relationships (5)
Project (4)
Other teams (2)
Product (0)
Action items after topic group
Process (13)
Other topics (7)
Tools (5)
People & relationships (5)
Project (4)
Other teams (2)
Product (0)
Dingsøyr, T., Mikalsen, M., Solem, A., and Vestues, K., "Learning in the Large - An Exploratory Study of Retrospectives in Large-Scale Agile Development," in XP2018, Porto, 2018, pp. 191-198.
26. IKT
Communities of Practice at Spotify
Basic Organizational Structures: Squads Chapters Tribes Guilds
U.S.
Offices
The U.K.
Office
Swedish
Offices
Teams at Spotify are
alled squads,
nd should feel
ke mini-start-ups,
A guild is a
group of people
with similar skills
and interests that
All squads are organized into
tribes containing 30–200
people each. Tribes have a
clear mission, a set of principles,
A chapter is a group of engineers
who has the same manager
(chapter lead) and is focused
on personal growth and skills
Smite, D., Moe, N. B., Levinta, G., and Floryan, M., "Spotify Guilds: How to Succeed With Knowledge Sharing in Large-Scale Agile Organizations," IEEE Software, vol. 36, pp. 51-57, 2019.
27. IKT
Knowledge Sharing in Large-Scale
n Establish retrospectives on inter-team level / raise
awareness of inter-team issues on team level retrospectives
n Establish Communities of Practice across teams
n Studies provide guidelines from companies such as
n Spotify (Smite et al. 2019)
n Ericsson (Paasivaara et al. 2014)
Smite, D., Moe, N. B., Levinta, G., and Floryan, M., "Spotify Guilds: How to Succeed With Knowledge Sharing in Large-Scale Agile Organizations," IEEE Software, vol. 36, pp. 51-57, 2019.
Paasivaara, M. and Lassenius, C., "Communities of practice in a large distributed agile software development organization - Case Ericsson," Information and Software Technology, vol. 56, pp. 1556-1577, Dec 2014.
29. Importance of Coordination
«While there is no single cause of the software crisis, a major
contribution is the problem of coordinating activities while
developing large software systems. We argue that coordination
becomes much more difficult as project size and complexity
increases»
Kraut and Streeter, Communications of the ACM, 1995
Kraut, R. E. and Streeter, L. A., "Coordination in software development," Communications of the ACM, vol. 38, pp. 69-81, 1995.
30. The Scrum of Scrums
Kniberg, H., Scrum and XP from the Trenches: InfoQ, 2007, 2nd edition 2015.
Scrum of scrums
32. Many Practices of Coordination
■ All three modes used
■ 19 coordination practices in total
«I think the combination of scheduled and unscheduled
coordination that just appeared was very important»
(scrum master and developer)
Dingsøyr, T., Moe, N. B., and Seim, E. A., "Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program," Project Management Journal, vol. 49, pp. 64-77, 2018.
Dingsøyr, T., Moe, N. B., Fægri, T. E., and Seim, E. A., "Exploring Software Development at the Very Large-Scale: A Revelatory Case Study and Research Agenda for Agile Method Adaptation," Empirical Software
Engineering, 2018.
35. Insight from Research
n Large-scale projects fail at higher rates than smaller projects
n Agile development seems to be best choice in large-scale
n Frameworks can give valuable insight, but also require much effort
n Autonomy must be balanced to enable efficient decision-making
n Make sure learning practices are also in place at inter-team level
n There need to be sufficient practices in place for coordination
36. Advice
n Avoid large-scale projects if you can
n Make efforts to mitigate increased risks
n Learn from rich descriptions of existing cases
n Beware of over-representation of success stories
n Remember context, tailor method to own needs
n Other factors also influence outcome
37. How can Practitioners Help Establish Knowledge?
n Share own lessons in experience reports
n Engage with academic community;
n Project work
n Master thesis
n Research project (be a “case” or engage in “action research”)
n Ask critical questions: Academics and to consultants
40. IKT
Special Issue in IEEE Software
Guest Editors’ Introduction: Agile Development at Scale: The Next Frontier
Torgeir Dingsøyr, Davide Falessi, and Ken Power (https://arxiv.org/abs/1901.00324)
Relationships Between Project Size, Agile Practices, and Successful Software Development: Results and Analysis
Magne Jørgensen
Implementing Large-Scale Agile Frameworks: Challenges and Recommendations
Kieran Conboy and Noel Carroll (https://arxiv.org/abs/1901.08130)
Spotify Guilds: How to Succeed With Knowledge Sharing in Large-Scale Agile Organizations
Darja Šmite, Nils Brede Moe, Georgiana Levinta and Marcin Floryan
Tailoring Product Ownership in Large-Scale Agile Projects: Managing Scale, Distance, and Governance
Julian M. Bass and Andy Haxby (https://arxiv.org/abs/1812.06524)
Empower Your Agile Organization: Community-Based Decision Making in Large-Scale Agile Development at Ericsson
Maria Paasivaara and Casper Lassenius
https://ieeexplore.ieee.org/xpl/tocresult.jsp?isnumber=8648250&punumber=52