Tracking change and innovation in the enterprise software development community
QCon London 2010!
March 10-12, 100
Speakers, 80 sessions,
"THE" team leads and,
architects conference.
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SOA Demystified
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Agile is the hand that works in the glove. SOA is the glove, the scope is enterprise wide. Most principles of SOA and Agile are not in conflict. When they are, they keep each other sane. Agile development without a clear vision of the goals and objectives of the company is futile. SOA without a clear vision how to make it real using agile development principles is a waste of time and money.
In a recent Harvard Business Review article Teresa M. Amabile and Steven J Kramer challenged the commonly held mnagement belief that Recognition is the most motivating and positive factor in the workplace. Their multi-year study tracked the motivation and emotions of hundreds of knowledge workers and identified POGRESS as the single most important factor for individual motivation in the workplace
A lot of times teams and organizations would like to evaluate their way of working with their competition. They would like to focus on their areas of improvement and incorporate feedback to do better. Comparative Agility assessment is an assessment tool which suggests that the results would help guide the organization in planning the next set of their Agile initiatives.
Julian Everett and Chris Matts describe an IT business case as a meme - one that is competing in the complex ecosystem that constitutes a market sector and show its implications. By taking this view of a business then an organization's short and long term strategies change and we get a completely different view of how and why current development practices exist and persist.
This is a book excerpt from Mike Cohn's new book "Succeeding with Agile: Software Development Using Scrum". This article describes the primary adjustments individuals must make as they transition from traditional roles to Scrum. The focus is on how these roles change, rather than on a thorough description of each role.
Don Reinertsen discusses the concepts behind second generation lean product development. He shows some of the quantifiable economic trade-offs associated with queue management, batch size reduction, WIP constraints, cadence, and flow control. He explains why the ideas of lean manufacturing, though perfect for the predictable work of manufacturing, are inadequate for product developers.
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.
Pollyanna Pixton talks about leadership, especially leading Agile teams, but more importantly what senior leaders do to help support their Agile teams in their organizations. She focuses on how leaders that are command and control can stay out of the way, step back and let teams and everyone below them make their own decisions and take ownership and deliver.
Bas Vodde describes strategies for large teams with legacy software to adopt Scrum successfully. Bas discusses communication problems found in most component teams and why and how teams - especially large ones - should make the change to feature teams and how that change affects organizational structure.
This book guides the reader on crafting their own agile adoption strategy focused on their business values and environment. This strategy is then directly tied to patterns of agile practice adoption that describe how many teams have successfully (and unsuccessfully) adopted them. Business values are also a component of these patterns so your adoption is always focused on addressing your particular environment.
