Playwriting, Imagination, and Agile Software Development … Oh My!
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The document summarizes a presentation by Tania Katan on applying principles from theatre and storytelling to software development and work culture. Katan believes in using imagination and narrative structure to engage audiences and solve problems. She discusses how agile software development and narrative story arcs both involve initiating a project or story, encountering obstacles, getting feedback, iterating, and resolving issues. Katan provides exercises for developing one's point of view, understanding one's audience, dealing with critics, and maintaining momentum through continued practice of storytelling skills.
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Research Paper About Writing
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This document discusses the importance of being persuasive and connecting with audiences. It emphasizes understanding the perspectives of constituents, creating feedback loops, and focusing on engagement rather than control. The key is to listen to others, learn what messages need to be conveyed, and invite collaboration rather than working alone.
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Software development has improved dramatically over the past several years due in part to techniques, approaches, and development environments that take advantage of the power of modern computing machines. Software testing techniques have, by comparison, lagged. As projects and teams become more agile, the lines between the roles blur. Testers cannot remain uninformed about the underlying code and technologies that power the products they test. Join Robert Vanderwall as he shows how to take a deeper look at the code, using test-driven development (TDD) tests as a roadmap. Robert outlines and demonstrates the TDD approach, discusses benefits that teams have experienced, and looks at ways the tests can provide insight for testers, BAs, and others. He describes the tester’s role in white box testing and explains how testers add value by being active participants in low level testing. Robert provides advice for staying relevant in the face of the changing and merging testing and development roles on agile teams.
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Software development is a process of continuous discovery. When writing software, we create ideas, we try them in code, we learn what works and what doesn’t—and that steers us to a better solution. And sometimes we do this all day long! Woody Zuill says that this same process of continuous discovery works for making improvements for our teams, and in our workplaces and organizations. With continuous discovery we do numerous micro experiments that guide us along the path to a better future. If we follow the values and principles expressed in the Agile Manifesto, which provides us a powerful set of guidelines on our quest for “better,” we can quickly discover what works and what doesn’t—just like in our code. Woody shares how he applies and uses agile thinking in his daily work to encourage continuous discovery, learning, and growth in the teams and organizations with which he’s worked. Let's explore together and discover the path to the future we want to create.
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If we observe the world through the lens of software testing, we discover that there are lessons all around us we can apply on the job, and one venue that’s packed with these tidbits is the movie theater. Bernie Berger gives examples of a few unlikely yet credible lessons from the language of some classic Hollywood movies—and how we can apply them as we test. Learn about the primary root cause of many software bugs from Office Space; see how the characters in Saving Private Ryan enacted ideas of exploratory testing; discover how to apply the skills of situational awareness from Sneakers; learn about the context of discovery from All the President’s Men; and see a great example of inattentional blindness from Star Trek II: The Wrath of Khan. In addition to learning how these concepts are fundamentally related to testing software, learn how to apply lessons from your everyday life to testing challenges.
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Scrum is a simple framework allowing a single team, working from a single backlog, to maximize the value it delivers to its stakeholders. Unfortunately, your organization probably has more than one team and more than one backlog—but you still need to maximize the value to your stakeholders. You need Scrum, but how do you scale it for your organization? Dan Rawsthorne proposes Scale Scrum with Scrum™; tie your organization’s development scrum teams together with Leadership Teams and Coordination Teams. These are scrum teams that assure that each development team has a backlog, that the backlogs as a whole maximize value to the stakeholders, and that cross-cutting issues are dealt with quickly and appropriately. Simply put, these two-team patterns make sure that the right people are having the right conversations at the right time. People keep rediscovering these patterns in many different situations. Most common scaling frameworks use them—either knowingly or unknowingly—and lock them into particular configurations while adding unnecessary process baggage.
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Software teams want to move faster and deliver features to end users sooner. Continuous delivery and DevOps promise to deploy quickly. However, pushing faster and deploying more often increase the risk of breaking—and subsequent downtime. Edith Harbaugh finds that a feature flagging system of gating features—and being able to quickly turn them on or off—enables development teams to ship more frequently. With feature flags, engineering changes are pushed live to production “off” and then turned on for different users. Feature flags allow developers to separate deployment from rollout, enabling the ability to quickly throttle features for different user segments. Feature flags are used by Google, Facebook, LinkedIn, and Amazon to reduce risk, increase time to market, and delight end users. Learn how your developers, product managers, and testers can use feature flags for opt-in early access, private beta, canary launches, and dark releases.
Determining Business Value in Agile Development
Both agile and lean focus on delivering business value to the customers as rapidly as possible. On agile projects, story points are often used to estimate and track development effort for user stories. However, to concentrate on delivering value, we must be able to place a business value on these stories. Through lecture and interactive exercises, Ken Pugh explains how to estimate and track business value, presenting two methods for quickly estimating value for features and stories. He shows the relationships between business value and story points, and discusses how to chart business value for progress tracking. Ken demonstrates how to use that chart to determine when to terminate a project if another has a higher business value. He covers the estimation of business value for larger tasks, such as projects and epics. By the end, you’ll be able to use business value to focus both customers and developers on the most important requirements.
From Unclear and Unrealistic Requirements to Achievable User Stories
"What do you want the system to do?" can be a loaded question for agile teams. Ideally, the product owner gives you a product backlog with fully groomed user stories prioritized by business value, ready for team discussion and estimation. Instead, you may have the “big picture” product owner who can describe high level requirements but struggles to provide clear direction on specific system behavior, or the “aspiring developer” product owner who is more than happy to give you exact system implementation in intricate technical detail. You may have the “kid in a candy shop” product owner who wants everything under the sun as the highest priority or the “see-saw” product owner who constantly changes the priority of the requirements. Join Jamie Lynn Cooke for interactive demonstrations of twelve proven techniques for working with all these product owner types to understand what is really driving their requirements, to move them toward business value-driven prioritization, and to turn their abstract, impractical, or technically-loaded requirements into relevant and realistic invest-compliant user stories.
How to Do Kick-Ass Software Development
Software development is hard― keeping developers, testers, designers, product managers and other stakeholders in sync and working on the right things at the right time. Building the systems that customers care about and delivering high-quality code fast are challenges every development team faces. Just being agile isn’t enough; we need to actively think about how we can improve software development processes and techniques. Sven details Atlassian’s coding practices and team dynamics, which include: collaborating fast to develop ideas, helping QA with testing, avoiding meetings to get more work done, experimenting, tightening feedback loops to fail faster, shortening release cycles, and working together happily on different continents. He describes examples where Atlassian has failed, then tried a new concept and kicked ass. These practices make Atlassian developers among the most productive and satisfied in the industry. It's a great way to develop software, and Sven thinks it can work in your organization too.
Use Business Analysts for User Interface Design
Have you experienced difficulties eliciting “what would you like the system to do” from customers and SMEs? Have you then delivered the system only to find that the users don’t like it, even though it meets their stated requirements exactly? Cathy Sargent shares a technique for using mockups early in the development process to help overcome the challenges of gathering complete functional and business requirements, and establishing a mutual understanding of what a system should do. Put a visual representation of the application in the hands of your SMEs, testers, trainers, and development team. This collaborative effort, driven by the business analyst, saves your application development from re-work due to poor requirements or incorrect interpretations of business needs. Generate better software solutions and gain end-user buy-in early in the SDLC. Teams can properly scope the solution using these mockups, resulting in better estimates and more accurate deadlines from your project manager. Provide your customers with exactly “what they would like the system to do.”
Continuous Integration as a Development Team’s Way of Life
Continuous integration (CI) is a buzzword in software development today. We know it means “run lots of builds,” but having a continuous integration pipeline opens up opportunities well beyond making sure your team's code compiles. What if this pipeline could improve everything from the quality of code reviews to how often and safely you deploy to production and how you monitor your product in the wild? What if CI could provide insights into how automated tests are performing and how to improve them? Melissa Benua describes how to set up a basic CI infrastructure and then transform it into a way of life for development and test teams. Using free or nearly free tools, Melissa walks through a practical approach to making sure your code works—all the time and at every stage of the release train. Come away with practical advice for creating builds and running automation on the fly without spending hundreds of hours or thousands of dollars.
Architecture vs. Design in Agile: What’s the Right Answer?
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Create Brainstorming Commandos for Creative Problem Solving
Agile teams are solving real-world complex problems every day. These problems require creative problem solving by team members. In its truest sense, brainstorming is intended to be a practical approach to this task. Brainstorming entails “using the brain to storm a creative problem and to do so in commando fashion, with each 'stormer' audaciously attacking the same objective.” In this highly practical workshop, Pradeepa Narayanaswamy introduces you to a variety of brainstorming games that get the creative juices flowing to yield better collaboration and ideas among team members. Delegates practice and take back different ideas and concepts to facilitate a fun and effective brainstorming session. This session is targeted at ScrumMasters, agile coaches, managers, and any team members who are looking to add more facilitation tools to their tool belt.
Agile Metrics: Measuring Outcomes and Results
When organizations move to agile approaches, two very common metric anti-patterns surface: (1) The organization doesn’t change its metrics at all and simply continues to measure as they always have; or (2) The organization throws out every metric and just focuses on velocity and trying to increase it. Both of these anti-patterns lead to metrics dysfunction and disastrous results. Bob Galen explains that agile organizations should be developing their measurement strategies early. He explores unhealthy metrics (for example, velocity) and the drives behind measuring them. Then he describes alternative metrics that produce the same insights but are more outcome and results oriented. Bob examines the outcome approach of other potentially healthier measures, including defect escapes, team health, sprint escapes, team agitation, sprint success rates, and impediment handling. This approach focuses on customer outcomes and business results rather than simply measuring something in order to manage it. Finally, Bob discusses trending over single measures and how to make that visible and actionable within your organization.
A Case Study in Metrics-Driven DevOps
It seems impossible for a DevOps team to even attempt planning its work. The team deals with customers’ never-ending requests and constantly-changing priorities. And don’t forget those unfriendly infrastructure errors that always seem to show up at the worst possible time. Best to live day-by-day and try to keep our heads above water, right? Maybe not. Through a case study of a department that helps make great Electronic Arts games, Ben Vining illustrates how a metrics-driven DevOps team can become reliable, responsive, and predictable—with happy staff and delighted customers. Ben details a process of short sprints tied into longer milestones and regular communication with partner teams, which allows his team to successfully plan their work across a number of different projects. Along the way, Ben demonstrates how tracking metrics related to his team’s work and the reliability of their systems help drive this process. Ben hopes to inspire you to try these ideas, improve the health of your team, and increase the value you add to your customers.
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All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.
Resolve the Contradiction of Specialists within Agile Teams
As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.
Pin the Tail on the Metric: A Field-Tested Agile Game
Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps Implementation
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery Process
The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
Mobile Testing: What—and What Not—to Automate
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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- 3. 6/5/16 1 To Be, Or Not To Be Agile? How to apply principles from theatre in order to create dynamic content, software and work culture! Hello DevOpsWest ADC BSC FBI BMW OMG! Tania Katan Jewish Evangelist @taniakatan @axosoft #ItWasNeverADress
- 4. 6/5/16 2 Narrative Arc Inciting Incident a. An event that puts the play/book/story In motion. b. Upsets the balance of the main character’s world. c. Introduces a problem, concern that needs to be solved. Feb May Jul Climax Greatest tension in the story and turning point for our lead character. (You.) Falling Action Unfolding events that release tension leading toward… Rising Action Series of events that offer help, complications and tension! Resolution a. The problem is solved b. The lead character has a deeper understanding of her/ himself and the world around her/him c. We leave our popcorn bags on the theatre floor (or hopefully not). Obstacles Repeat Exposition What happened before this story begins? What lead to this moment of taking action? The main character’s backstory? What is the mood, history and context? Agile Method Initiate Project a. An event that puts the software In motion. b. Upsets the balance of the main character’s world. c. Introduces a problem, concern that needs to be solved. d. Leaves Project Manager, Product Owner, Devs, wanting to know more! 2016 Feb May JulDec Feedback: Dev, Client, Users Greatest tension in the process: To release, or not to release…THAT is the question! Approval & Release Into the wild the software goes! Integrate & Test Series of features and functions being added that offer help and complications that cause tension! Iterate Changes a. Incorporate changes b. Adjust and track c. Next iteration Obstacles Repeat
- 5. 6/5/16 3 “Why fit in when you were born to stand out?” —Dr. Seuss Tania Katan: Creative Exercises Develop Your P.O.V. You are the main character in your life! Every performer, company, human being has a different perspective, a unique voice. This is what differentiates you, your software, content, presentations, emails in all the online (and in person) chatter so you stand out in the best possible way!
- 6. 6/5/16 4 Tania Katan: Creative Exercises #1 Find your voice..Go! What is important to you? What do you care about deeply? Write a problem, concern, cause that you champion at work. (Exposition) Why does this problem, cause, concern affect you? Write about the first time you encountered this issue. (Inciting Incident) How can you convey this concern to others in a way that is authentic to you and embodies the concern? How do you inspire others to care too? Write a blog post? Sing “This Is My Fight Song” in front of all the developers? (Rising Action, Falling Action, Resolution) Tania Katan: Creative Exercises Look at your audience…they’re right infront of you! Great performers are trained to see, hear and connect to human beings. Let’s start seeing, listening and connecting in order to engage your specific audience!
- 7. 6/5/16 5 Fanny Brice Actress, Funny Girl Your audience gives you everything you need. They tell you. There is no director who can direct you like an audience. Jimmy Stewart Actor, Angel Wings Giver Never treat your audience as customers, always as partners.
- 8. 6/5/16 6 Tania Katan: Creative Exercises #2 Dating your audience…or at least making out! See who you are talking, writing, presenting to/with. Who is the audience on the other end of the email, blog, audience, table? Close your eyes and see them in your mind’s eye. Be specific. Listen to the needs of your specific audience. Are they fidgeting when you talk about metrics? Are they gagging when you use the word “fleek”? Tips for listening: first date + call-and-response + crowd sources. Connect Are you making eye contact? Getting drunk and flirting with the server? Seducing your audience to go on a journey with you? Tania Katan: Creative Exercises Critics and hecklers, peace out! Within a Narrative Arc and Agile Methodology, you know within the first scene/iteration who ain’t picking up what you’re putting down! In both cases these peeps are called Antagonists. Antagonists provide obstacles and complications just for you, the Protagonist. They are, ahem, givers.
- 9. 6/5/16 7 Tania Katan: Creative Exercises #3 How to get Antagonists off your jock! 1. Initiate Humor. Now that you see, hear and connect to who’s in front of you, let’s use context to take on those awkward situations with humor! Examples: CIO Summit, WiTNY, Comedian Dani Modisette. 2. Embrace the Obstacle and Adapt. Ok, so you tried out a joke and…crickets, that’s ok, we’re gonna play an improv game to help you adapt in even the most uncomfortable situations: Yes, And... 3. Give a Gift. If we’ve done everything we can to craft an authentic narrative and inspire our intended audience, and they are still throwing tomatoes at us, well, then... My friend Mary Kay Zeeb can help us out! Tania Katan: Creative Exercises Write, Rewrite, Repeat…Recap! Ultimately, using your unique voice in service of solving a problem in a way that connects to, and delights, your specific audience is the goal. It ain’t easy, but when it works…it boosts our confidence, sales, software and work culture!
- 10. 6/5/16 8 Your time is limited, so don't waste it living someone else's life…Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. -Steve Jobs Tania Katan: Creative Exercises #4 Recap 1. P.O.V. just like Flash Dance…take your passion, and make it happen! Find your voice, use it in service of a concern, and inspire an audience to address that concern with you. Everything from bugs to landfills; storytelling amplifies your purpose! 2. Agile/Narrative. Both methods contribute to relationship building and exploring through taking action, encountering obstacles, tension, feedback, adapting, iterating, collaboration, resolution, rehearse and repeat. 3. It’s a journey. There will always be obstacles. Some you will avoid, others you’ll dodge, some you’ll confront head on and a few you will embrace and transform altogether.
- 11. 6/5/16 9 Listen + Be Heard Keep using your voice Some resources to maintain your momentum Storytelling events + Podcasts The Moth, TED Radio Hour, Sit ‘N Spin, Mortified TED + TEDx talks For narrative structure A journal and a pen. Handier than a laptop 3 minutes a day to work-out your voice. Yep, that’s it. Read. Books, plays, blogs. Open Mics Eavesdrop At airports, in malls…listen to how REAL people engage; what excites + ignites them Tania: taniak@axosoft.com @taniakatan @axosoft Q & A Time! www.axosoft.com