Tracking change and innovation in the enterprise software development community
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QCon London 2010!
March 10-12, 100
Speakers, 80 sessions,
"THE" team leads and,
architects conference.
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.
A common project management criticism is that since the story points vary across teams, there is no way to ascertain one teams progress with respect to the other. Amongst Agilists there is a general consensus that comparing velocity across teams is an anti pattern and is best avoided lest the overall productivity should suffer.
We often hear stories about daily standups that have become nothing more than long daily status meetings where team members tune out. What techniques do people have for avoiding this and other standup pitfalls?
Vinay Aggarwal shares many instances in life where authority is needed and lack of authority allows for extremely costly mistakes. He then explicitly suggests where authority could and should be used in Agile environments.
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.
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.
SpringSource CTO Adrian Colyer talks to InfoQ about AspectJ. The interview explores how products such as Spring Roo are using AspectJ, and how ideas from AspectJ helped SpringSource improve the Groovy compiler inside Eclipse. Colyer also discusses SpringSource's two server offerings, dm Server and tc Server, OSGi and Scrum.
Henrik Kniberg discusses the differences among different Agile processes such as Scrum, XP, and Kanban. He shares the thought that processes wars are meaningless and we need to see each process as a tool; there are no bad tools; just tools used for the wrong purpose.
Scrum and Kanban are two flavours of Agile software development. So how do they relate to each other? Part I illustrates the similarities and differences between Kanban and Scrum, comparing for understanding, not for judgement.Part II is a case study illustrating how a Scrum-based development organization implemented Kanban in their operations and support teams.
For those getting started with Agile, this book offers a detailed first-person account of how one Swedish company implemented Scrum and XP with a distributed team of 40 people, and how they continuously improved their process over a year’s time.
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.
