Nowadays it's well known that the major issues of software development are human, not technical; in this presentation we will analyze modern methodologies (such as Agile & DevOps) from the "human" point of view, explaining why they work and, most important, their limitation introducing a parallel approach (X-Teams) that could help in increase stakeholder engagement.

1. angelo.scotto@computer.org

3. 16%
• Changing Requirements lack of user
involvement
Source: CHAOS Report, Standish Group, 1994

4. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001

5. The risks of Agile Software Development, IEEE Software, 2016
Type of Risk
Organizations experiencing
issue
%
Technical Debt 23 82
Separation of development and
IT operations
21 75
Lack of knowledge retention 20 71
Under standardized project
management tools
17 61
Increased defects in new ASD
teams
13 46

6. • Interaction new bottleneck
Agile Infrastructure, Debois, 2008

8. executor

9. Problems cannot be solved with the same mind
set that created them.

10. • The Product Owner is the
sole person responsible for
managing the Product
Backlog.
• No one is allowed to tell the
Development Team to work
from a different set of
requirements, and the
Development Team isn’t
allowed to act on what
anyone else says.
The Scrum Guide, K. Schwaber, J. Sutherland, 2016

11. • The Product Owner is the
sole person responsible for
managing the Product
Backlog.
• No one is allowed to tell the
Development Team to work
from a different set of
requirements, and the
Development Team isn’t
allowed to act on what
anyone else says.
The Scrum Guide, K. Schwaber, J. Sutherland, 2016

12. • A BOUNDED CONTEXT
delimits the applicability of a
particular model so that team
members have a clear and
shared understanding of what
has to be consistent and how
it relates to other CONTEXTS.
• an ANTICORRUPTION LAYER,
which is […] a mechanism that
translates conceptual objects
and actions from one model
and protocol to another.
Domain Driven Design, E. Evans, 2003

13. • A BOUNDED CONTEXT
delimits the applicability of a
particular model so that team
members have a clear and
shared understanding of what
has to be consistent and how
it relates to other CONTEXTS.
• an ANTICORRUPTION LAYER,
which is […] a mechanism that
translates conceptual objects
and actions from one model
and protocol to another.
Domain Driven Design, E. Evans, 2003

14. • X-Teams are upward and outwardly
focused within (as well as beyond) the
traditional hierarchical structure.
cooperative
• Evangelize
• Bring back the perspectives of the
stakeholders
X-Teams, Ancona, 2007

15. Three Layered
• Core: Creates strategy,
makes key decision and
carries history and identity
of the team.
• Operational: carries out
ongoing work
• Outer net: part-time,
specialized, not part of the
team.
NOT management levels.

16. Three Layered
• Nucleus: It is the control center
of the cell and determines how
the cell will function.
• Cytoplasm: It provides a
platform where all the cell
functions are carried out.
• Extra-cell: Contains resources
and material needed to survive.
Cell structure and Function

17. Once upon a time the cell membranes: 175 years of cell boundary research
The membrane embodies one of
the main paradoxical characteristics
of life: a cell is a system dependent
on external compounds and energy
[…]
[Their ever-changing dynamic
structure] allows […] to constantly
change their activities according to
the requirements of the cell.

18. • eXternal activities
• eXtreme execution

19. Three X-Phases
• eXplore
• eXploit
• eXport
Three activities:
• Scouting: ”Understanding
what’s out there.”
• Ambassadorship: ”keeping
track of allies and
adversaries.”
• Task Coordination:
”negotiating to get things
done.”

20. • Good internal team
• External work
is fundamental
•
is highly dangerous
• Explore, Exploit, Export

22. angelo.scotto@computer.org