Ted Neward asks what defines the software iconoclast, what demarcates the “true” iconoclast from the mere pretender, and how can we use the characteristics of the iconoclast to change our world?
Francesco Cesarini shares business lessons learnt while growing Erlang Solutions from a one man band to a multinational company with 70 employees, offices in 3 countries, and clients on 5 continents.
Martin Harbolt discusses Agile leadership practices promoting self organized teams and finding the proper rhythm for completing Agile projects with success.
Roy Osherove discusses three maturity stages of a team and adjusting leadership accordingly, along with techniques meant to bring craftsmanship and maturity in a software development team.
Diana Larsen discusses how Agile can help to overcome 3 management traps – magical thinking, illusion of control, individual blame – by relying on data and evidence, accepting uncertainty and unpredictability, and maintaining a whole systems view.
Matthew Simons and Steven Boswell consider that although distributed software development is hard, it is a strategic capability that a company should consider, presenting a framework and Agile practices that help building a healthy distributed environment.
Rolf Russell & Andy Duncan discuss how to have rapid and reliable releases from the perspective of build, release, and devops, considering the relationship between the teams involved, the metrics needed to measure the performance achieved, the required skills, and the need to remove waste and bottlenecks.
Roy Osherove discusses principles and practices that make teams more effective, successful and happy. Team topics covered: automating everything possible, buying/using/discarding tools, getting quick feedback, communicating without using meetings, building by feature not layer, code & tests reviewing. Lead topics: bottleneck ninja, integrity, removing obstacles.
In this ThoughtWorks Quarterly Technology Briefing, Amit Uttam and Derek Longmuir discuss what a legacy system is, the typical approaches to dealing with legacy systems, the cost of legacy systems, replacement strategies and techniques, technology asset portfolios, system health checks, executing a migration plan, "strangler" vs phased approaches, and continually evolving your system.
The PMO needs to be aware of how well each project is performing at any given time. Agile practices give transparency, with clear reporting of what’s done, its cost, and how well constructed it is. Learn how you can create a real-time governance capability that anticipates challenges, makes timely course corrections, and seizes opportunities to maximize the business impact of IT investments.
Agile practices emerge in a collaborative environment. As the leader on several projects, Pollyanna used collaboration processes to create a culture that fostered the emergence of iterative development, test first, evolving functional specs, pair programming, minimal documentation, and customer involvement at every step of the way. Pollyanna presents the steps leaders for emerging agile methods.
This session explores the approach and challenges to transforming multi-thousand person division to adopt new approaches to developing software. Questions about how to inspire and motivate change, identifying the change agents, the tooling to enable the masses will be discussed.