The group at NASA iteratively adopted agile practices over two years to improve their software development process. They started with six month development cycles and shortened this to six weeks and then three weeks. This allowed for more frequent customer feedback and prioritization of work. Daily builds and testing ensured progress was always visible. Their measure of success became working code delivered in frequent iterations rather than presentations or documentation.
Slides Matt Rogish recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Slides Matt Rogish recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Scaling Agile at Dell: Real-life Problems - and SolutionsTechWell
The transition from waterfall-based software development to an agile, iterative model carries with it well-known challenges and problems-entrenched cultures, skill gaps, and organizational change management. For a large, globally distributed software development organization, an entirely different set of practical challenges comes with scaling agile practices. Last year the Dell Enterprise Solutions Group applied agile practices to more than forty projects ranging from a collocated single team project to projects that consisted of fifteen Scrum teams located across the US and India. Geoff Meyer and Brian Plunkett explain how Dell mined these real-life projects for their empirical value and adapted their agile practices into a flexible planning model that addresses the project complexities of staffing, scale, interdependency, and waterfall intersection. Join Geoff and Brian to see how they tackled the tough, real-life problems scaling agile at Dell: functional-based organizational boundaries, globally distributed teams, contractor challenges, multi-team projects, and dependencies on teams that continued to develop using waterfall methods.
this presentation contains agile engineering practices which are used by software community.
These practices provides agility in the software development. Applying agile software development without these practices is not easy for software developers.
Extreme programming (xp) | David TzemachDavid Tzemach
It’s simply the best presentation that explains the agile methodology of Extreme Programming!
Overview
1. What is Extreme programming?
2. Extreme programming as an agile methodology.
3. The values of Extreme programming
4. The Activities of Extreme programming
5. The 12 core practices of Extreme programming
6. The roles of Extreme programming
Enjoy :)
Presentation co-authored with Gerry Kirk to facilitate conversation with a client interested in hiring Agile coaches to help transition. It covers:
* Introduces Agile briefly from a risk perspective
* Key benefits of Agile adoption
* Agile transition process and phases
The presentation was given to senior management who were considering a shift to Agile.
Please email us if you would like a download.
HKG15-904: Scrum and Kanban 101
---------------------------------------------------
Speaker: Amro Hassaan
Date: February 11, 2015
---------------------------------------------------
★ Session Summary ★
An introduction to the Agile Methodologies of Scrum and Kanban frameworks. First a review of each framework and then a comparison of each.
--------------------------------------------------
★ Resources ★
Pathable: https://hkg15.pathable.com/meetings/250819
Video: https://www.youtube.com/watch?v=o0w8AXW832c
Etherpad: N/A
---------------------------------------------------
★ Event Details ★
Linaro Connect Hong Kong 2015 - #HKG15
February 9-13th, 2015
Regal Airport Hotel Hong Kong Airport
---------------------------------------------------
http://www.linaro.org
http://connect.linaro.org
A discussion of deployment options for IBM Collaborative Life Cycle Management. The IBM Rational CLM products consist of Rational Team Concert, Rational Requirement Composer and Rational Quality Manager. This presentation covers the different options of integrating them into an existing software development environment.
From Dev and Ops to DevOps - reconfiguring the plane in flight. Mike Wessling
The presentation describes how bitbrains is transforming from a traditional organisation towards a DevOps organisation while keeping the business running at the same time.
This presentation was given at the "Devops and the enterprise" meetup in Amsterdam on Jan 8th, 2014.
Agile Leadership – Is a Servant Leader always the Right Approach?IvanaTerrorBull
There is an accepted wisdom within the Agile community that the right management style is that of the Servant Leader, one who is there to serve the team as a ‘first among equals’. They are not the manager of the team, as the team is self-organising, but rather removes impediments and coaches the team in agile best practices. However, just blindly following this approach in every circumstance can be catastrophic.
This talk is aimed at Scrum Masters, their managers and team members. After the talk attendees will understand:
• the definition of a servant leader and what this means in practice
• the difference between management and leadership
• how to assess the current situation in order to decide the most appropriate leadership style
• when to change leadership style for maximum results
• that a true servant leader is about giving the team what they need, not necessarily what they want
Scaling Agile at Dell: Real-life Problems - and SolutionsTechWell
The transition from waterfall-based software development to an agile, iterative model carries with it well-known challenges and problems-entrenched cultures, skill gaps, and organizational change management. For a large, globally distributed software development organization, an entirely different set of practical challenges comes with scaling agile practices. Last year the Dell Enterprise Solutions Group applied agile practices to more than forty projects ranging from a collocated single team project to projects that consisted of fifteen Scrum teams located across the US and India. Geoff Meyer and Brian Plunkett explain how Dell mined these real-life projects for their empirical value and adapted their agile practices into a flexible planning model that addresses the project complexities of staffing, scale, interdependency, and waterfall intersection. Join Geoff and Brian to see how they tackled the tough, real-life problems scaling agile at Dell: functional-based organizational boundaries, globally distributed teams, contractor challenges, multi-team projects, and dependencies on teams that continued to develop using waterfall methods.
this presentation contains agile engineering practices which are used by software community.
These practices provides agility in the software development. Applying agile software development without these practices is not easy for software developers.
Extreme programming (xp) | David TzemachDavid Tzemach
It’s simply the best presentation that explains the agile methodology of Extreme Programming!
Overview
1. What is Extreme programming?
2. Extreme programming as an agile methodology.
3. The values of Extreme programming
4. The Activities of Extreme programming
5. The 12 core practices of Extreme programming
6. The roles of Extreme programming
Enjoy :)
Presentation co-authored with Gerry Kirk to facilitate conversation with a client interested in hiring Agile coaches to help transition. It covers:
* Introduces Agile briefly from a risk perspective
* Key benefits of Agile adoption
* Agile transition process and phases
The presentation was given to senior management who were considering a shift to Agile.
Please email us if you would like a download.
HKG15-904: Scrum and Kanban 101
---------------------------------------------------
Speaker: Amro Hassaan
Date: February 11, 2015
---------------------------------------------------
★ Session Summary ★
An introduction to the Agile Methodologies of Scrum and Kanban frameworks. First a review of each framework and then a comparison of each.
--------------------------------------------------
★ Resources ★
Pathable: https://hkg15.pathable.com/meetings/250819
Video: https://www.youtube.com/watch?v=o0w8AXW832c
Etherpad: N/A
---------------------------------------------------
★ Event Details ★
Linaro Connect Hong Kong 2015 - #HKG15
February 9-13th, 2015
Regal Airport Hotel Hong Kong Airport
---------------------------------------------------
http://www.linaro.org
http://connect.linaro.org
A discussion of deployment options for IBM Collaborative Life Cycle Management. The IBM Rational CLM products consist of Rational Team Concert, Rational Requirement Composer and Rational Quality Manager. This presentation covers the different options of integrating them into an existing software development environment.
From Dev and Ops to DevOps - reconfiguring the plane in flight. Mike Wessling
The presentation describes how bitbrains is transforming from a traditional organisation towards a DevOps organisation while keeping the business running at the same time.
This presentation was given at the "Devops and the enterprise" meetup in Amsterdam on Jan 8th, 2014.
Agile Leadership – Is a Servant Leader always the Right Approach?IvanaTerrorBull
There is an accepted wisdom within the Agile community that the right management style is that of the Servant Leader, one who is there to serve the team as a ‘first among equals’. They are not the manager of the team, as the team is self-organising, but rather removes impediments and coaches the team in agile best practices. However, just blindly following this approach in every circumstance can be catastrophic.
This talk is aimed at Scrum Masters, their managers and team members. After the talk attendees will understand:
• the definition of a servant leader and what this means in practice
• the difference between management and leadership
• how to assess the current situation in order to decide the most appropriate leadership style
• when to change leadership style for maximum results
• that a true servant leader is about giving the team what they need, not necessarily what they want
Image Processing and Cartography with the NASA Vision WorkbenchMatt Hancher
These are the slides from a talk I gave about the NASA Vision Workbench at the FOSS4G conference at the end of 2007. For a more up-to-date discussion of the Vision Workbench, see this presentation instead: http://www.slideshare.net/mdhancher/the-nasa-vision-workbench-reflections-on-image-processing-in-c-presentation
Alta Tecnologia desenvolvida pela NASA em 2012 e da qual vamos beneficiar.
Descarregue o original (em inglês) aqui: http://spinoff.nasa.gov/Spinoff2012/
A powerpoint summary of technologies highlighted in NASA's 2010 edition of Spinoff, which features recent significant research and development activities across NASA and the successful transfer of NASA technologies to the marketplace. This presentation summarizes the commercial technologies profiled in Spinoff 2010; the full text is available for download at http://spinoff.nasa.gov, and print copies can be requested by calling (301) 286-0561 or through spinoff@sti.nasa.gov.
Thirty months of microservices. Stairway to heaven or highway to hellSander Hoogendoorn
This is the deck of the talks on microservices I did at both Avisi's #ASAS2016 (Arnhem, NL), Microsoft's #TechDaysNL (Amsterdam, NL) and #GeeCon (Prague, Czech Republic) conferences in September and October 2016.
Microservices are the next hype. Websites are full of introducing posts, books are being written and conferences organized. There’s big promises of scalability and flexibility. However, when you are knee deep in mud as an architect, developer or tester, it’s hard to find out how to get there. Sander Hoogendoorn, independent craftsman and CTO of Klaverblad Insurances, discusses the long and winding road his projects, both greenfield and brownfield, have travelled. Sander will e.g. address polyglot persistence, DDD, bounded contexts, modeling HTTP/REST, continuous delivery and many lessons learned, using many real-life examples.
The slide deck to my kick-off keynote at software vendor ANVA's new year on January 10, 2017. This talk covers agile, Scrum, Kanban, continuous delivery, microservices.
Change Leadership-Understanding the Role of Management in Achieving Business ...Kenny Ong
CROWN Business Process Excellence and Transformation Asia Masterclass
Change Leadership-Understanding the Role of Management in Achieving Business Process Excellence
• Developing a change culture in the organisation
• Ascertaining the role of the leader in operational excellence
• Characteristics of a good change leader
Agile is one of the most important topics . Software testing interview preparation requires
knowledge of agile methodologies and terms.
Important Topics :
Agile - Manifesto
Agile - Characteristics
Agile - Daily Standup Meeting
Agile - Release Planning
Agile - Iteration Planning
Agile - Product Backlog.
Agile Software Development is an iterative development process . Scrum and Kanban are the common methodologies in Agile.
Comprises of various approaches to software development under which requirements & solutions evolve through the collaborative effort of cross-functional teams and their stakeholders.
Emptying Your Cup an Agile Primer
Emptying Your Cup an Agile Primer is a introductory overview of Agile project management presented by Bruce Nix an experience Agile coach and project manager.
Presenter Bruce Nix is an Agile Coach and Sr. Project Manager with Lokion (www.lokion.com), a digital interactive agency that specializes in ecommerce, enterprise governance and digital strategy. Bruce has been actively engaged in agile adoptions for over 7 years and has worked diligently at influencing enterprises to take more lean and agile approaches to product delivery and has the scars and psychology bills to prove it.
This presentation is about -
What are the different phases of SDLC?,
How does the process of Software Development Start?,
Project Initiation,
Requirement Gathering and Analysis,
What is Requirement document and what it contains?,
What is use case document and what it contains?,
What is Basic path and Alternate Path?,
Role of Business Analyst,
Example for explaining each phase,
Role of technical specification team,
What is Technical specification document?,
What is System Design?,
Role of Design team,
What is design document?,
Role of architecture team,
System development,
Role of development team,
Deliverable of Development phase,
System testing,
Role of testers and types of testing,
User acceptance testing,
System deployment,
System maintenance,
Events in the maintenance phase like bug fixes,
A brief reflection on the Waterfall approach, review the Scrum elements and artifacts, and their purpose. Demonstrate Agile Scrum by providing real-world examples that delivered successful measurable outcomes to the business.
This presentation was provided by Maureen Adamson of Adamson & Associates, during the NISO event "Project Management for the Information Community: Managing and Communicating the Process, Session Four," held on Friday, March 15, 2019.
Software developers love tools for coding, debugging, testing, and configuration management. The more these tools improve the How of coding, the more we see that we're behind the curve on improving the What, Why, and When. If you've been on a project that seemed vague, adrift, and endless, this talk can help. Make your projects run SMART.
Remo Biagio shares his experiences of transforming the BI Development Team at Callcredit from using a DSDM iteration-based approach towards Kanban. This presentation includes the learnings taken and the benefits gained such as stakeholder engagement, speed and quality.
Real world experience from Microsoft - Deniz ErcoskunAgileSparks
Microsoft developer division has implemented SCRUM while developing Visual Studio 2012, and TFS 2012. In this talk we will cover information on this implementation. You will learn about why Microsoft has decided to implement SCRUM, best practices that was helpful for us. How implementing SCRUM has changed our cadence and product delivery cycle. The content will be our developer division SCRUM journey. We are not pure SCRUM put at future leavel we are. I will also discuss which part of our process is SCRUm which part still is not.
Check out this brief introduction of Scrum, the Agile Software Development Framework. This is just a high level introduction that is why there are only 10 slides. Please like and share if you find it useful.
Balanced Team SF Salon Welcome and HistoryBalanced Team
Introduction to the Balanced Team group for a Salon at Carbon Five in the Spring of 2014 from Courtney Hemphill @chemphill
Presented at the Balanced Team San Francisco Salon
April 24, 2014
http://www.balancedteam.org/2014/04/30/salons-and-such-april-sf-salon-at-carbon-five/
Presented by Mary Lukanuski at the Balanced Team Sunday Salon April 14, Pivotal Labs in NYC.
On the heels of The LeanUX Conference (#leanux14), Balanced Team held a one-day synthesizing symposium to share ideas, socialize, and continue the conversation.
For an event write-up, see http://pivotallabs.com/balanced-team-sunday-salon/
www.balancedteam.org
Lean engineering for lean/balanced teams: lessons learned (and still learning...Balanced Team
Bill Scott, PayPal
How do you take a gigantic organization and begin to transform the products? One key is to change the way teams work together to build experiences by following a Lean UX methodology. However, essential to this is to have engineering fully onboard as an integrated partner in the process. In this talk, Bill Scott will share 6 principles gleaned from the last two years to transforming engineering and the technology stack to support this working model.
Lean Startup in Design Consulting - Lessons LearnedBalanced Team
Martina Schell, Method
I will share successes and challenges from bringing Lean Startup working practices into a design consultancy context. Johanna Kollmann and I spoke about this topic at Interaction 13 at the beginning of the year and I'd love to build on our lessons learned nine months on. This is a work in progress, rather than a silver bullet solution - I'm keen to hear experiences from the group and facilitate a discussion.
Inclusive and Accessible UX Practices: How Low-Fi Artifacts Promote Whole-Tea...Balanced Team
Brittany Hunter, Atomic Object
High-fidelity, carefully-annotated wireframes and design mockups are brittle and time-consuming to manage, often requiring expensive software and specialized skill to create and maintain. In this talk, Brittany will share case studies of how poly-skilled product teams of designers and developers at Atomic Object share tasks and collaborate on UX, focus on the user, and iterate on design quickly by using low-fidelity sketches, storyboards, and mockups. She will share techniques for creating flexible, easily-managed design artifacts, as well as discuss the benefits and caveats of these techniques. This talk was originally presented at Agile & Beyond 2013 and has been updated to include more case studies from recent projects.
Fully Explore the Design Space: Patterns and tools for Whole Team Design Coll...Balanced Team
Mike Long, Thoughtworks
I will share what I have learned through my research with cross-functional teams (startups, enterprise, and in-between) on effective patterns for design collaboration. The group will learn about what people are doing to get cross-functional engagement in the design process when the design is continuous, sustained, and co-located, or remote. I would also like to do a quick fishbowl afterwards to hear what other people have experienced.
Aesthetic is a crucial part of great experiences. When we prove the value of digital design through metrics and conversions, we can better demonstrate the role of aesthetic. Through lessons from architecture and furniture design, we can find new ways to drive value and better understand the function of aesthetic.
Linking UX Ideas for an Aha Moment from Non-EmpathizersBalanced Team
Chris Nodder, Chris Nodder Consulting
I will describe a specific set of tools I've been using in a particular order that really helps all the members of a project (makers, monetizers and managers) understand user needs and build for those needs. None of the methods I use are new, but by focusing on the idea of empathizers and systemizers I ensure that there is sufficient continuity between the activities we perform that non-empathizers can still understand that they are not the user, and agree on a sensible user-centric way forward. This stops arguments and focuses everyone on the team towards customer based solutions.
There is always a paper trail back to observed user data. There is always enough information pinned to the wall that people can point and say "see, this is why we're doing what we are doing". There is always enough verification built in to the process that we know whether we're on track before we invest in code. I'll describe the concept of systemizers and empathizers, share the set of tools I use and show the flow of information between each tool.
Cameron Wood, Partner/Business Development, Kluge
Venture investors readily admit the importance of an experienced team. But to their mind that team is made up of the CEO, CFO and CTO. How can a user centered balanced team of product managers, developers and designers better position themselves to attract venture investment or engagements with venture backed businesses.
Janet Brunckhorst, Asian Art Museum
Collaboration. Integration. Iteration. Innovation. You've got it all. So why are your projects still suffering?
This session will explore the need for multi-faceted integration across your business. Using case studies from Lonely Planet, Melbourne startup The Conversation and the Asian Art Museum of San Francisco, the presentation will unpack integration fails and the lessons that could have made them into wins.
Remember Phase 2: Ensuring great products become great businessesBalanced Team
Andrew Malcolm, Skype
Why do great products make for bad business? Conversely, why do bad products sometimes result in good businesses? Systems for effective decision making are key to ensuring you know your phase 2 and how to get there.
Andrew Malcolm, Skype
Andrew Korf, NativeX
A discussion of around different approaches to metrics driven design and UX - especially in the mobile context
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...
User Centered Agile Development at NASA - One Groups Path to Better Software
1. User Centered Agile Dev
at NASA - One Groups
Path to Better Software
Jay Trimble
NASA Ames Research Center
!
For Balanced Team
11-3-13
2.
3. My Background
• Missions
• NASA Johnson Space Center, Houston
• Shuttle Mission Control, Payloads
• Jet Propulsion Lab
Space Radar Lab-1 Ops Director
• Robotic - Voyager Neptune
• Shuttle - Space Radar Lab, Lead Ops Director
•
Current
• Mission Operations & Ground Data System
Manager, Resource Prospector Lunar Rover
Internship in Mission Control
(A long time ago)
4. My Background
• Software Technology
• Human Centered
Computing for Mars
Rovers
• Founded User Centered
Technology Group
• User centered
technologies for mission
control
5. One Story of Agile at NASA
• This is a bottom up story of how a group at
NASA applied agile methods to software
development for mission control
• This was approved, but not initiated by,
management
6. The Project
• Our task was to build an architecture for
mission control user applications, the
primary focus being on developing
interaction paradigms and technology for
user-composable software
!
• See the results at https://github.com/nasa/mct
7. The Collaboration
• Design and Development Team at NASA
Ames
• The Customer
• Mission Control Users at NASA
• Using Participatory Design, we created an
integrated team that included customer
representation
8. Issues and Mandates
• Some customers want a new product,
others do not
• The product must have new capability, but
must also not be disruptive within the
organization
• Functional and visual connection to
legacy product
9. The Journey
• We began with a six month software
delivery cycle
• By iteratively fixing issues, we got the
delivery cycle down to three weeks
• It took close to two years to complete the
transition
10. Where we started
• Four sixmonth
deliverables
• One User
Experience
Spec
Module 1
Subsystem1
Subsystem2
6 Months
Subsystem3
6 Months
Subsystem
6 Months
6 Months
11. Issues we faced
• Long delivery cycle
• Difficult to manage feature prioritization and development, integration
and testing
• Progress invisible to customer, lack of meaningful ongoing customer
interaction to drive design
• Mismatch in expectations between design/dev team and customer
• Difficult for the development team to know state of progress relative
to goals
• Deliveries focus on subsystems rather than meaningful end user
functionality
• Two-year final deliverable created a tendency to defer key issues
12. Initiating Internal Change
• Fix the problems iteratively, without a broad
proclamation of methodology, i.e. “we are going to
be agile” or “we are going to be “lean”
• Just fix the problems
jtrimble2@gmail.com
13. First Step - Six Week
Cycle
• We took the six
month cycle and
divided it into
smaller pieces
• This was a start,
but still left many
issues
It 1
It 2
It 3
It 4
6
6
6
6
Weeks Weeks Weeks Weeks
It x
14. Incremental Improvements
• Six week delivery cycle
• Prioritization of work at the start of each sixweek iteration
• User Experience spec for every iteration due
one week before iteration start
• UE testing and design session during coding
period of each iteration
jtrimble2@gmail.com
15. Six Week Cycle
Demo new features
for QA
UE Specification
Rls
Docs
Stack
Rank
PreStack
Rank 1
PreStack
Rank 2
UE
Spec
Pre-Ship
Review,
exit critera,
customer demo
Eng design &
spec (3 days)
Code (3.5 weeks)
Demo
Test (2 weeks)
PS
Review
Deliver
DeBrief
Kickoff
UE Testing Iteration n-1 (delivered s/w)
UE Design/Testing Iteration n+1 (paper)
Develop Test Plan
JIRA Updates/Priorities
Coding/UE Spec Revisions/Daily Acceptance Test
Iteration n-1
Iteration n
Iteration n+1
16. Almost There
• Better, but still not where we need to be
• Six week iterations are focused on
subsystem capabilities, they lack user-focus
• Customers see progress every six-weeks,
this is not often enough
jtrimble2@gmail.com
17. Next Steps
• Identify the issues
• After each iteration we had a team de-brief where we identified
issues and discussed fixes
• Fixing the issues, one step at a time
• Some issues we fixed with policy changes based on team de-briefs
• Many of the changes were bottom up within the team, such as
• Daily communication between user experience designers and
the customer as new features rolled out and QA testing of
features on rollout,
• Some changes were top down, such as the length of an iteration
(or sprint) and the release cycle
18. Agile
• We shortened the cycle to three weeks
• Replaced discrete events, with integrated interactions
• Integrated strategic and tactical into our ranking process
• Each iteration had clear purpose, goals, ranked priorities
• Daily Build, Iterations, Release
• Strategic road map
19. Designing with the Users
•
Participatory Design &
Analysis
•
Customers are part of the
design team
•
Designers facilitate,
customers are the domain
experts
•
Shared ownership
22. Agile Cycle
• Nightly Build
• Iteration
delivered
every 3
weeks
• Release
every 3
months
Release to Mission
Control User Test
Community
Release to Mission
Control User Test
Community
Release to Mission
Control User Test
Community
Release to Mission
Control Ops
Release n
Iteration 1
Iteration 2
3 Weeks
Iteration 3
6 Weeks
Iteration 4
9 Weeks
12 Weeks
jtrimble2@gmail.com
jay.p.trimble@nasa.gov
23. The Three-Week Cycle
Agile Development Iteration
Feature
Freeze
(-7 days)
Optional Mid-Iteration
Hackathon tests big
features
Priorities/JIRA
Rankings
Code Freeze
(-3 days)
Pre-Ship
Hackathon
Start 24 hour test (-2 day)
Deliver
to customer
3 Weeks Iteration n
Coding
UE & Tech Spec dates driven by coding dependencies
Issue Tracking Updates/Priorities/Rankings
Nightly Build/Internal testing as features roll out
Daily iteration n
Build to
Customer
Customer
installs
iteration n-1
Test
Customer
acceptance test
User Feedback
Customer verification
of closed JIRA issues
Feature mods/additions,
bug fixes
Customer triages
issues it discovered
Optionally, hot
patch
Iteration n+1
24. The Release Cycle
Agile Release Into Operations
Release to Mission
Control User test
Community
Release to Mission
Control User test
Community
Release to Mission
Control User test
Community
Customer Feature
Verification
Customer Feature
Verification
Customer Feature
Verification
Iteration 1
Iteration 2
Release to Customer
for Mission Control
Certification
Iteration 4 Bugs/
Usability/More Testing
Iteration 3
Release
3 Weeks
6 Weeks
9 Weeks
Coding/UE Specs
Issue Tracking Updates/Priorities/Rankings
Build/Internal testing as features roll out
12 Weeks
26. The Team
Traditional
Agile 1
Agile 2*
Developers 5-9
Developers 7
Developers 4
User Experience
Design (2)
User Experience
Design (2)
User Experience
Design (1)
QA/Process
Engineers (2)
QA/Process
Engineers (2)
QA (.5)
Project Manager (1)
Project Manager (1)
Developers rotate
PM role
Principle Investigator
(Part Time)
Principle Investigator Principle Investigator
(Part Time)
(Part Time)
Interns
Interns
Interns
*Reduced Budget
27. Focus
• Work on issues in order of priority
• Easier said than done
• JIRA/Greenhopper for issue tracking and
ranking
• Developers should know what their priorities are
• Priorities should be achievable
• Don’t over-manage ranking, or over-assign
28. Where are we?
• There is one, and only one measurement of
progress and that is working
code
• Replace presentations, code line counts and
other management metrics with the nightly build
• For progress relative to strategic and tactical
situation see issue tracking system (we use
JIRA)
29. Testing
• Internal QA tests features as they roll out
• Our customer tested features daily to provide
feedback
• Our customer used iteration deliveries and
releases for final feature verification
• “Hackathons” tested scaleability in a lab
environment
30. Some Lessons Learned
• The train leaves the station on time
• A feature that misses one train just gets on
the next one
• This requires frequent departures
• Do not ever delay a shipment unless the
software does not work
31. It Takes Time
• Our journey was driven by need, i.e. we
addressed issues as they came up, rather
than being driven by a formal methodology
• We iteratively refined our methods over two
years
32. Lessons Summary
• The measure of progress is working code
• Work on highest priorities first, avoid the temptation to do the
easier things first
• Demonstrations, not presentations
• Customer interaction over extensive documentation
• Progress always visible, nightly build available
• The train leaves the station on time, only working features ship
• Do not delay shipment for features - if a feature is not
ready it goes into the next iteration
33. !
Conclusion
• There is no one right way to do agile
• Fit and evolve the solution to your
context of work