The document discusses dos and don'ts for implementing agile practices. It provides examples of both ideal (Teams A and B) and non-ideal (Teams C, D, and E) ways that teams have implemented agile. Some key dos included allowing the entire team to communicate with clients, following test-driven development and continuous integration practices, and automating deployment. Don'ts included micro-managing teams, relying too heavily on documentation over working software, and forming specialized subgroups within teams. The document emphasizes learning from mistakes and experiences to continuously improve agile implementation.
Mistakes we make_and_howto_avoid_them_v0.12Trevor Warren
This document discusses best practices for performance engineering. It provides tips for several aspects of the development process including defining non-functional requirements, performance testing, monitoring systems after launch, and capacity management. Key recommendations include focusing on the customer, tying performance to business outcomes, using industry standards when possible, and testing in an environment similar to production to avoid risks.
In 2011, I worked for Qik, a startup that got aqcuired by Skype. At that time Skype was in the middle of an agile transition. Аfter aquisition, Qik team was told to adopt the Agile process used by Skype. I worked with the team as an agile coach. After adopting Skype's process, our ability to deliver was brought down to almost zero. In this talk, I'll tell you the story as it happened, analyze the key problems that we faced and describe how we finally solved them.
Agile masterclass - The Most Important Agile Concepts to Know and the Critica...Striking Group Pty Ltd
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Learn about key agile concepts from frameworks such as Scrum and Kanban, how the differ and how to choose the right one. Other topics include Agile estimating & planning, Agile Governance and more.
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
What are the top 5 mistakes an organization make while embarking on an Agile journey ? In this presentation, I have tried to summarize these mistakes based on my experience. Of course, other factors like culture, senior management involvement and service vs products companies is not considered.
This document discusses integrating change management into agile delivery. It recommends integrating change management activities into sprints by including flexible team roles and continuous stakeholder dialogue. Key change management elements include communications, identifying stakeholders and impacts, planning for behavior changes, measurement, and enablement/training. The change management approach involves defining impacts, planning communications and training, deploying those, and collecting feedback in an iterative process aligned with agile delivery.
ScrumGuides Agile Estimating And Planning With ScrumAlexey Krivitsky
Slides from a training on Agile Estimating And Planning With Scrum by ScrumGuides, day 2
(slides in courtesy of Mike Cohn, www.mountaingoatsoftware.com)
The document discusses dos and don'ts for implementing agile practices. It provides examples of both ideal (Teams A and B) and non-ideal (Teams C, D, and E) ways that teams have implemented agile. Some key dos included allowing the entire team to communicate with clients, following test-driven development and continuous integration practices, and automating deployment. Don'ts included micro-managing teams, relying too heavily on documentation over working software, and forming specialized subgroups within teams. The document emphasizes learning from mistakes and experiences to continuously improve agile implementation.
Mistakes we make_and_howto_avoid_them_v0.12Trevor Warren
This document discusses best practices for performance engineering. It provides tips for several aspects of the development process including defining non-functional requirements, performance testing, monitoring systems after launch, and capacity management. Key recommendations include focusing on the customer, tying performance to business outcomes, using industry standards when possible, and testing in an environment similar to production to avoid risks.
In 2011, I worked for Qik, a startup that got aqcuired by Skype. At that time Skype was in the middle of an agile transition. Аfter aquisition, Qik team was told to adopt the Agile process used by Skype. I worked with the team as an agile coach. After adopting Skype's process, our ability to deliver was brought down to almost zero. In this talk, I'll tell you the story as it happened, analyze the key problems that we faced and describe how we finally solved them.
Agile masterclass - The Most Important Agile Concepts to Know and the Critica...Striking Group Pty Ltd
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
Learn about key agile concepts from frameworks such as Scrum and Kanban, how the differ and how to choose the right one. Other topics include Agile estimating & planning, Agile Governance and more.
Watch the full presentation here https://agilesumo.com/agile-masterclass-replay
What are the top 5 mistakes an organization make while embarking on an Agile journey ? In this presentation, I have tried to summarize these mistakes based on my experience. Of course, other factors like culture, senior management involvement and service vs products companies is not considered.
This document discusses integrating change management into agile delivery. It recommends integrating change management activities into sprints by including flexible team roles and continuous stakeholder dialogue. Key change management elements include communications, identifying stakeholders and impacts, planning for behavior changes, measurement, and enablement/training. The change management approach involves defining impacts, planning communications and training, deploying those, and collecting feedback in an iterative process aligned with agile delivery.
ScrumGuides Agile Estimating And Planning With ScrumAlexey Krivitsky
Slides from a training on Agile Estimating And Planning With Scrum by ScrumGuides, day 2
(slides in courtesy of Mike Cohn, www.mountaingoatsoftware.com)
Gems of agile a glimpse of agile for senior managementNeeraj Bachani
This document discusses the benefits of using Agile methodologies compared to traditional waterfall approaches for software development projects. It notes that Agile allows for quicker delivery of working software, better ability to accommodate changing requirements, and more user involvement. Common challenges with waterfall projects are unclear requirements, inability to change scope easily, and late testing and user involvement. The document then provides an overview of different Agile frameworks like Scrum, XP, and Kanban and explains their core principles and characteristics like iterative delivery, collaborative teams, and rapid adaptation. Benefits highlighted include faster time to market, higher quality, better usability, and satisfied customers.
Whether you are a professional trainer or trying to bring agility to your organization or team, you no doubt have encountered the difficulty in conveying agile values and principles. Learning practices and techniques is easy in comparison; You learn by doing. But how do you teach a philosophy or mindset? How do you 'do' a value?
Through trial and error, through hundreds of classes, through training thousands of agile practitioners, we have put together a set of best practices (and not-so-best practices) for delivering powerful agile learning experiences. Participants in this session will walk away with a toolkit they can put to use the next day. The toolkit will include scenario simulations, learning games, discussion generators, reenforcement exercises, student patterns, common pitfalls, and other activities to help you get out of the way and let the learning happen.
Links to the activities we did during the presentation:
'What Were They Thinking?' game: http://tastycupcakes.org/2009/06/what-were-they-thinking/
'Pocket-Sized Principles' activity: http://tastycupcakes.org/2010/01/pocket-sized-principles/
'Presto Manifesto' activity: http://tastycupcakes.org/2009/06/presto-manifesto/
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
The document discusses adopting agile and lean methods to build a more effective product development organization. It emphasizes creating a transformation canvas to define the desired change, measuring success, and supporting people through the transition. An employee-led transformation team supported by external coaches will focus on communication, skills development, and gaining executive engagement to ensure the change is feedback-driven and owned by the organization. While success is not guaranteed, taking a long-term, adaptive approach improves the likelihood of effectively transforming the organizational culture.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
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.
The document discusses agile transformation and cultural change using a lean approach to change management. It describes how organizational culture is like a memeplex that defends against foreign ideas like agility. It advocates using lean change management principles like minimal viable change to introduce agile practices and influence culture. The document recommends establishing a change coalition and change agents to drive transformation through initiatives like creating an inspiring vision, improving feedback, and measuring employee happiness. The overall approach presented is to transform culture, not just adopt practices, by focusing on people and why change is needed.
The document outlines 10 tips for business model innovation, presented by Daniel Burm. It discusses how embracing uncertainty and challenging your status quo is important in today's uncertain business environment. Some of the 10 tips include making use of data, starting with the customer, organizing creativity, validating assumptions, investing in change, and maintaining an outside-in perspective. The overall message is that businesses need to disrupt their own models or risk being disrupted by others.
The document describes how to conduct an agile team scan to assess agile practices. It recommends that the scan be done together with the team, such as during a retrospective. It provides instructions for creating an online survey to score agile practices on a scale from 1 to 5. Once completed, the survey results can be downloaded and reviewed with an agile coach.
The document discusses judo strategy principles that can be applied to business, including movement, balance, and leverage. Specifically, it advises defining the competitive space, pulling when pushed by competitors, and leveraging sunk costs and partnerships. The overall strategy is to avoid direct attacks and contests of strength and instead redirect an opponent's momentum.
This document provides information on Scrumban, which is a hybrid agile approach that combines elements of Scrum and Kanban. It discusses why Scrumban works by starting with the current process and respecting existing roles while enabling gradual change. It also lists some of the top reasons why agile adoptions fail, such as not having a clear reason for changing or forcing top-down changes. The document then explores Kanban principles and practices and how they can be applied in a Scrum context. It provides examples of when and how Scrumban can be useful for teams.
The document discusses discovering customer needs and market segments. It emphasizes understanding the problem a customer is trying to solve rather than focusing on features. It provides tips for researching different types of customers, including current customers, competitors' customers, and potential customers not currently looking for a solution. The document also discusses how to prioritize needs and whether a new product or market segment is worth pursuing based on factors like strategic fit, the competitive landscape, and potential customer impact.
The document describes how to create a videoscribe in 7 steps: (1) record a voiceover, (2) create sketchnotes, (3) make a concept video, (4) color and outline the sketchnotes, (5) export the file as SVG format, (6) animate the sketchnotes to match the voiceover, and (7) edit and finalize the video. It provides examples of videoscribes created for Dan Pink and PGGM to illustrate what a videoscribe is. The document is authored by Laurens Bonnema, an Agile management consultant.
Sketchnote je Product Backlog Items & Sprint RetrospectivesXebia Nederland BV
This document discusses using sketchnoting techniques for agile product backlogs and sprint retrospectives. It provides examples of how sketchnoting can be used to visually document product backlog items and capture ideas and discussions from sprint retrospectives. The document also gives brief instructions on how to create sketchnotes, highlighting that sketchnoting uses images, calligraphy and text to communicate ideas quickly.
Becoming an agile enterprise, focus on the test ingredientXebia Nederland BV
1. The document discusses becoming an agile enterprise and focuses on improving testing practices.
2. It describes shifting testing earlier in the process, making it faster and more frequent through practices like automation, and ensuring it is measurable and traceable.
3. The goals are to reduce bugs by 50%, increase productivity by 15%, and lower release costs by 25% through improved testing that provides continuous feedback.
How DUO started with Continuous Delivery and changed their way of TestingXebia Nederland BV
This document discusses how DUO changed their software development process to focus on continuous delivery and testing. It describes how DUO adopted practices like behavior-driven development (BDD) using Cucumber and Serenity to change their testing mindset and involve the whole team in quality. The document notes that while technical implementations are easy, changing people's mindsets is more difficult, and that BDD helps break down barriers between teams.
Gems of agile a glimpse of agile for senior managementNeeraj Bachani
This document discusses the benefits of using Agile methodologies compared to traditional waterfall approaches for software development projects. It notes that Agile allows for quicker delivery of working software, better ability to accommodate changing requirements, and more user involvement. Common challenges with waterfall projects are unclear requirements, inability to change scope easily, and late testing and user involvement. The document then provides an overview of different Agile frameworks like Scrum, XP, and Kanban and explains their core principles and characteristics like iterative delivery, collaborative teams, and rapid adaptation. Benefits highlighted include faster time to market, higher quality, better usability, and satisfied customers.
Whether you are a professional trainer or trying to bring agility to your organization or team, you no doubt have encountered the difficulty in conveying agile values and principles. Learning practices and techniques is easy in comparison; You learn by doing. But how do you teach a philosophy or mindset? How do you 'do' a value?
Through trial and error, through hundreds of classes, through training thousands of agile practitioners, we have put together a set of best practices (and not-so-best practices) for delivering powerful agile learning experiences. Participants in this session will walk away with a toolkit they can put to use the next day. The toolkit will include scenario simulations, learning games, discussion generators, reenforcement exercises, student patterns, common pitfalls, and other activities to help you get out of the way and let the learning happen.
Links to the activities we did during the presentation:
'What Were They Thinking?' game: http://tastycupcakes.org/2009/06/what-were-they-thinking/
'Pocket-Sized Principles' activity: http://tastycupcakes.org/2010/01/pocket-sized-principles/
'Presto Manifesto' activity: http://tastycupcakes.org/2009/06/presto-manifesto/
Here are the 10 most important Navigation Secrets for Execs and Coaches for guiding a successful Agile Transformation. Key Lessons from years of industry experience.
This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.
The document discusses adopting agile and lean methods to build a more effective product development organization. It emphasizes creating a transformation canvas to define the desired change, measuring success, and supporting people through the transition. An employee-led transformation team supported by external coaches will focus on communication, skills development, and gaining executive engagement to ensure the change is feedback-driven and owned by the organization. While success is not guaranteed, taking a long-term, adaptive approach improves the likelihood of effectively transforming the organizational culture.
Agile is both a set of practices and a mindset. Success lies in understanding both “Doing Agile” as well as “Being Agile”. In this hands-on session, 5 key practices to support an Agile Mindset will be demonstrated so that you have some practical tools use immediately at work. You will also be left with some deeper challenges about what it takes achieve Organizational Agility.
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.
The document discusses agile transformation and cultural change using a lean approach to change management. It describes how organizational culture is like a memeplex that defends against foreign ideas like agility. It advocates using lean change management principles like minimal viable change to introduce agile practices and influence culture. The document recommends establishing a change coalition and change agents to drive transformation through initiatives like creating an inspiring vision, improving feedback, and measuring employee happiness. The overall approach presented is to transform culture, not just adopt practices, by focusing on people and why change is needed.
The document outlines 10 tips for business model innovation, presented by Daniel Burm. It discusses how embracing uncertainty and challenging your status quo is important in today's uncertain business environment. Some of the 10 tips include making use of data, starting with the customer, organizing creativity, validating assumptions, investing in change, and maintaining an outside-in perspective. The overall message is that businesses need to disrupt their own models or risk being disrupted by others.
The document describes how to conduct an agile team scan to assess agile practices. It recommends that the scan be done together with the team, such as during a retrospective. It provides instructions for creating an online survey to score agile practices on a scale from 1 to 5. Once completed, the survey results can be downloaded and reviewed with an agile coach.
The document discusses judo strategy principles that can be applied to business, including movement, balance, and leverage. Specifically, it advises defining the competitive space, pulling when pushed by competitors, and leveraging sunk costs and partnerships. The overall strategy is to avoid direct attacks and contests of strength and instead redirect an opponent's momentum.
This document provides information on Scrumban, which is a hybrid agile approach that combines elements of Scrum and Kanban. It discusses why Scrumban works by starting with the current process and respecting existing roles while enabling gradual change. It also lists some of the top reasons why agile adoptions fail, such as not having a clear reason for changing or forcing top-down changes. The document then explores Kanban principles and practices and how they can be applied in a Scrum context. It provides examples of when and how Scrumban can be useful for teams.
The document discusses discovering customer needs and market segments. It emphasizes understanding the problem a customer is trying to solve rather than focusing on features. It provides tips for researching different types of customers, including current customers, competitors' customers, and potential customers not currently looking for a solution. The document also discusses how to prioritize needs and whether a new product or market segment is worth pursuing based on factors like strategic fit, the competitive landscape, and potential customer impact.
The document describes how to create a videoscribe in 7 steps: (1) record a voiceover, (2) create sketchnotes, (3) make a concept video, (4) color and outline the sketchnotes, (5) export the file as SVG format, (6) animate the sketchnotes to match the voiceover, and (7) edit and finalize the video. It provides examples of videoscribes created for Dan Pink and PGGM to illustrate what a videoscribe is. The document is authored by Laurens Bonnema, an Agile management consultant.
Sketchnote je Product Backlog Items & Sprint RetrospectivesXebia Nederland BV
This document discusses using sketchnoting techniques for agile product backlogs and sprint retrospectives. It provides examples of how sketchnoting can be used to visually document product backlog items and capture ideas and discussions from sprint retrospectives. The document also gives brief instructions on how to create sketchnotes, highlighting that sketchnoting uses images, calligraphy and text to communicate ideas quickly.
Becoming an agile enterprise, focus on the test ingredientXebia Nederland BV
1. The document discusses becoming an agile enterprise and focuses on improving testing practices.
2. It describes shifting testing earlier in the process, making it faster and more frequent through practices like automation, and ensuring it is measurable and traceable.
3. The goals are to reduce bugs by 50%, increase productivity by 15%, and lower release costs by 25% through improved testing that provides continuous feedback.
How DUO started with Continuous Delivery and changed their way of TestingXebia Nederland BV
This document discusses how DUO changed their software development process to focus on continuous delivery and testing. It describes how DUO adopted practices like behavior-driven development (BDD) using Cucumber and Serenity to change their testing mindset and involve the whole team in quality. The document notes that while technical implementations are easy, changing people's mindsets is more difficult, and that BDD helps break down barriers between teams.
This case illustrates how KPN Online transformed their organization into Agile Feature Teams alongside implementation of Continuous Delivery and a Private Cloud. This helped KPN Online to reduce release cycles from months to 2 weeks, reduce operations by 50%, significantly speeding up innovation. This presentation will highlight how KPN completed this journey, which impediments they encountered and how they were solved, illustrated with several key learning lessons.
Dennis Eijkelenboom, Chief product owner KPN Digital infrastructure solutions
Bastiaan Bakker, Continuous Delivery Architect, Xebia Nederland
Sponsored by Xebia Nederland
Building a Docker powered feature driven delivery pipeline at hoyhoy.nlXebia Nederland BV
Docker combined with a select set of delivery tools powers the Continuous Delivery Pipeline at Hoyhoy. The pipeline enables fully automated build, deployment and validation of individual features with dynamic feature specific test environments. During this talk, the approach, technical implementation and best practices are covered.
Tim Noordhoek, CTO at hoyhoy.nl
Thomas Kruitbosch, CD Consultant at Xebia
TestWorks Conf The magic of models for 1000% test automation - Machiel van de...Xebia Nederland BV
The magic of models for 100% test automation.
In this talk we’ll quickly get you up to speed with the concepts ofmodel-based testing and then dive into hands-on modeling and testing. The subject of our scrutiny will be a common service, and we’ll show how to extensively cover its happy and non-happy flow, data and timing constraints. We’ll write zero test cases yet achieve unparalleled test coverage. You’ll see the magic in action but also get to peek behind the curtain...
TestWorks Conf Serenity BDD in action - John Ferguson SmartXebia Nederland BV
Serenity BDD in Action
Every test tells a story, but some tell a better story than others. Every test illustrates a specific path through the system to achieve a specific goal, but some paths are clearer than others. Valuable tests are the ones that tell a compelling story.
Come on a journey of discovery to learn how to write such tests, and witness a demonstration of these principles in action, with live coding of Serenity BDD automated tests.
TestWorks Conf Scalable QA with docker - Maarten van den Ende and Adé MochtarXebia Nederland BV
Scalable QA with Docker
Are you tired of maintaining all your Jenkins jobs running Selenium WebDriver tests connecting to several Jenkins slaves and the inconsistency of the setup? We need to become aware that it's inefficient to keep all the environments, browsers and selenium web drivers up to date manually.
During this session the attendees will be introduced to setting up scalable and solid Selenium Grids. We’ll also teach you how to write maintainable and scalable Selenium / WebDriver tests.
2. WAT IS HET VERSCHIL IN RESULTAAT VAN DE AGILE PROJECTEN
TEN OPZICHT VAN DE NIET AGILE PROJECTEN?
2%
21%
beter
77%
vergelijkbaar
minder
Xebia Agile Survey 2011
3. KLACHTEN OVER SYSTEMEN
KLACHTEN Wanneer de software in productie wordt
DIE AGILE ONTWIKKELD genomen, komen er dan klachten van de
ZIJN opdrachtgever? Zo ja, welke?
- 183 respondenten
29%
Nee,/er/zijn/nooit/klachten
13%
29%
Voldoet/niet/aan/de/gestelde/eisen
31%
27%
Niet/stabiel
16%
19%
Langzaam
13%
18%
Te/laat/opgeleverd
34%
18%
Anders
28%
10%
Wijzigingen/te/kostbaar
22%
5%
Lange/hersteltijd
10%
115/gevorderd
1%
Onveilig 68/overig
Xebia Agile Survey 2011 1%
4. PROGRAMMA
11:45 Waarom Agile Organisaties niet zonder architectuur Gero Vermaas
kunnen Xebia B.V.
12:25 Dienstenontwikkeling: een agile agile agile aanpak Marc Lankhorst
Novay
14:10 Agile en architectuur: 1 + 1 = 3! Vincent Oostindië
Rabobank
14:50 Hoe voorkom ik complexiteit in mijn architectuur? Mark van Holsteijn
Xebia B.V.
15:40 Agile software development needs a Lean approach Freek Leemhuis,
iHomer
9. WE MOETEN OVER DE HELE Portfolio
REALISATIE KETEN BETER EN Management
SNELLER
Realisatie
Projecten
Applicatie
Landschap
Applicatie
Infrastructuur
10. AGILE VAAK MAAR VOOR Portfolio
DEEL VAN DE KETEN Management
INGEVOERD
Realisatie
Projecten
Applicatie
Landschap
De enige applicatie van waarde, Applicatie
Infrastructuur
is een applicatie die in productie staat!
11. AGILE VAAK MAAR VOOR Portfolio
DEEL VAN DE KETEN Management
INGEVOERD
Problemen die na enige tijd optreden
• Product owner focus op functionele requirements, Realisatie
geen/weinig aandacht voor niet-functionele Projecten
requirements
• Snelheid zakt in
• Onderhoud/refactoring inspanning stijgt
•En wat doet die architect eigenlijk?
Applicatie
Landschap
Applicatie
Infrastructuur
12. AGILE VAAK MAAR VOOR Portfolio
DEEL VAN DE KETEN Management
INGEVOERD
Realisatie
Projecten
Problemen in applicatie landschap
•Monolitische systemen
•Legacy koppelingen
•Complexe integratie / SOA / ESB
•Zeer veel afhankelijkheden
•Verschillende heartbeats: agile vs. waterval Applicatie
•Agile eilandjes per applicatie Landschap
Applicaties gaan niet live
Applicatie
Infrastructuur
13. AGILE VAAK MAAR VOOR Portfolio
DEEL VAN DE KETEN Management
INGEVOERD
Realisatie
Projecten
Applicatie
Landschap
Problemen met infrastructuur
•Lange levertijden Applicatie
•Configuratie verschillen per omgeving Infrastructuur
•Systemen gedeeld tussen projecten
•Niet vergelijkbaar met productie (connecties en data)
14. Introductie van agile
heeft communicatie structuur
in een deel van de keten veranderd
Het heeft niet de architectuur veranderd!
Om echt effect te hebben moet de hele keten
en de output van de keten agile worden
15. TWEE KANTEN VAN DE ARCHITECTUUR ROL
Structuur van structuren Proces
16. HIERVOOR IS EEN ARCHITECT ROL NODIG DIE
COMMUNICEERT VISIE UITDRAAGT EN REALISEERT
THINKS BIG ACTS SMALL
17. Sessie:
Dienst-
ontwikkeling:
een agile,
VERBETERINGEN: agile, agile Portfolio
PROJECTEN aanpak om
12:25
Management
• Vakmanschap
• Architecten meewerken met teams Sessie:
Agile software
• Niet-functionele requirements expliciet maken Realisatie
Projects
Architect as technical product owner development Projecten
• Requirements management needs a Lean
approach
• Architectuur onstaat ook vanuit projecten 15:40
om
Application
Applicatie
Landschap
Landscape
Application
Applicatie
Infrastructuur
Infrastructure
18. VERBETERINGEN: Portfolio
APPLICATIE LANDSCHAP Management
Realisatie
Projects
Projecten
Sessie:
• Creëer autonome systemen Hoe voorkom ik
Simple architectures for complex enterprises,
complexiteit in
Roger Sessions Application
Applicatie
mijn Landscape
Landschap
• IT per organisatie unit (Conways Law)
architectuur?
• Lightweight integration
om 14:50
Application
Applicatie
Infrastructure
Infrastructuur
20. OM IT ECHT AGILE TE MAKEN Portfolio
MOETEN WE DE HELE KETEN Management
AANPAKKEN
Sessie: Realisatie
Agile en Projecten
•Architectuur moet meer om mensen en interacties gaan
architectuur: 1 +
•Applicatie landschap moet evolueren zodat het past bij de
1 = 3!
agile organisatie structuur
•Automatiseer beheer van infrastructuur, en14:10 het meer
om maak
flexibel. Applicatie
•Verbeter kwaliteit van applicaties en laat dit vliegwiel zijn Landschap
voor versnelling
•Alleen dan profiteren we echt van de voordelen van agile!
Applicatie
Infrastructuur
21. {
Dienst-
ontwikkeling: een
PROGRAMMA agile, agile, agile
aanpak door
Portfolio
Management Marc Lankhorst,
Novay om 12:25
Agile software
development
needs a Lean
Realisatie
approach door
Agile en Projecten
Freek Leemhuis,
architectuur:
iHomer om 15:40
1 + 1 = 3! door
Vincent Oostindië, Hoe voorkom ik
Rabobank om complexiteit in
14:10 mijn architectuur?
Applicatie door Mark van
Landschap Holsteijn,
Xebia B.V. om
14:50
Applicatie
Infrastructuur