The session is an experience report that tells the PMI Agile Forum story in chronological order. First, we briefly tell the story about how the PMI Agile Forum got chartered by PMI. Second, we tell the story about how we decomposed the organization’s launch into several phases. Finally, we tell the story of how the organization has decided to manage its operational backlog going forward.
While some agilists consider only user stories as necessary, Gerard Meszaros believes that we need to find the proper balance between upfront planning and decision deferring. In this presentation, Meszaros explains what should be going on behind the curtains from product conception to the user stories backlog.
Brian Marick talks about several challenges for teams transitioning to Agile and 5 guiding values that successful Agile teams share. The major challenges covered are: courage, working software, naivete, and slicewise design. Successful teams share these guiding values: reactive, ease, solidarity, decency, and joy.
Tamara Sulaiman presents experiences in implementing Agile in teams across different time zones in large companies. She shares the pleasure and the pain, ideas that worked as well as ideas that didn’t. She also shares the critical success factors in making program level implementations successful and sustaining.
Mike tackles the assumptions behind traditional project management and explore a more agile approach to managing time, cost, and scope. He addresses the PMI Processes and Knowledge areas and explore how to adapt them to agile projects. He presents practical tips they can implement today to begin building a culture of agility.
Jeff briefly reviews the different ways that software is currently built and then describes how to create and use user personas to design and build software that has a better user experience. Jeff walks us through how to collaboratively build a user persona, what a user persona should include, and how to use these personas to write user scenarios that end up as user stories wit.
We will explore how Kanban teams at SEP matured through the lens of the Dreyfus Model for Skill Acquisition. We will examine what this pattern has meant for institutionalization of Lean in the organization. We will discuss a counter-intuitive technique for higher success and adoption rates of new methodologies. Finally, we will review common pitfalls teams encountered adopting Kanban.
Dean describes team practices that scale to the enterprise, including structuring agile teams, mastering the iteration, concurrent testing and continuous integration. Dean also describes intentionally emergent architectures, lean requirements at scale, coordinating releases with the agile release train, agile training and rollout strategies and measuring business performance.
Brian Spears shares his company's adoption of extreme programming nine years ago and how his teams have evolved the process to suit their context. He shares the underlying keys to their success including management backing, the role and importance of a coach, and the eventual adaptation of XP with more experience. He also shares the non-XP practices and roles that evolved over the years.
Project managers new to agile methods often have questions about how to track progress on agile projects. Some of the traditional measures don’t line up very naturally with agile thinking and agile practices. The presentation shows how to project realistic completion dates based on empirical observations based on Velocity for iterative methods and on Cumulative Flow for non-iterative methods.
James Shore and Rob Myers help you examine the role of metrics on Agile teams. We take a broad survey of metrics being used on Agile projects, both traditional and innovative, and look at the value and dangers to the success of the team. We look at how the simple act of measuring, itself, can be harmful, and when it is well-justified.
Traditional thinking says the more critical the application, the more tightly its development must be planned, staged and controlled. The truth is, a flexible culture is stronger, safer and more robust. This talk gives practical tips for adopting an agile approach to planning, team interactions and risk management. When the culture shifts, teams achieve goals sooner and safety is greatly enhanced.