Better Software - September 2008 - (Page ADP16)

CONCuRRENT CLASSES WEDNESDAy, NOvEMBER 12, 10:00 a.m. W1 TRANSITIONINg TO AgILE W5 THE AgILE ORgANIZATION Overcoming the Pitfalls of Transitioning to Agile Johanna Rothman, Rothman Consulting Group If you’ve been trying to change your organization so that your projects are more agile, you may have encountered several problems—one is that it’s difficult to have product management, senior management, and functional managers work together to lead in a way that makes sense for your agile project. You’re also probably working with other parts of a large program that isn’t agile; you have a geographically distributed team; your management wants to know at the beginning when the project will end; or you might have a project team that does not share a common vision of what “done” means. Johanna Rothman explores common organization, management, team, and individual team member issues. She offers suggestions for making the changes more acceptable and helping people work with you in a way that enables your projects to succeed. What Are They Doing Down There? A CIO’s Perspective on Agile Software Development Niel Nickolaisen, Headwaters, Inc. What are the factors critical to the success of a CIO? How can a CIO consistently deliver business value? Do development teams, in general, and agile teams, in particular, understand how to contribute to this success? In this interactive presentation, Niel Nickolaisen presents the metrics and drivers that influence CIO behavior and longevity. These metrics and drivers also influence the organization’s decision to embrace agile methods. Niel shares his experiences and the survey responses from his CIO peers on how development teams and CIOs can work hand-in-hand to make agile the preferred development method. Niel introduces and describes immediatelyimplementable, proven tools that dramatically improve IT and business value while reducing project risks. W2 AgILE MANAgEMENT Are We There yet? Defining “Done” Mitch Lacey, Mitch Lacey & Associates, Inc. “Are you done yet?” The answer to this question may sink your career, your team, and your project. If you respond with a “yes,” you may be forced to take on additional work you can’t handle. If you say “no,” you may be branded as someone who can’t get things done. Mitch lacey notes that this innocent question is asked countless times on almost every software project. Establishing an upfront, common understanding of “done” can save teams and businesses countless hours of rework, process-thrash, unclear communication, and hidden work. Mitch describes what a “done list” is, how it adds value, and the value it communicates to stakeholders. Mitch takes you through an exercise on how to establish a common understanding of done and provides an exercise that you can use with your project teams. W6 AgILE DESIgN & ARCHITECTuRE Integrating Enterprise SOA Architecture with Scrum Development Methodology Steven Driver, Airlines Reporting Corporation Many processes used to implement an enterprise architecture are in conflict with the agile development approach. An effective enterprise architecture framework represents the organization as it is today and as it is envisioned in the future. However, a key agile concept is that we design and build for today—and worry about the future only when it arrives. Steven Driver has found that a small change to the Scrum process flow allows easy integration of an enterprise architecture into the agile development of new systems. The translation of enterprise architecture into application architecture requires critical touch points within the Scrum process to emphasize service-based development required within the sprints. By combining an enterprise architecture approach using SOA (service-oriented architecture) and the Scrum development methodology, an organization can achieve effective system development—in both the short and long term. W3 AgILE PROJECTS From Concept to Product Backlog: What Happens Before Iteration Zero Gerard Meszaros, Solution Frameworks, Inc. Many agile methodologies start with a product owner walking into a room with a pile of money and a stack of prioritized story cards, and then telling the development team to start building a system. These same methodologies often eschew any form of “big upfront” activities and leave us in such a rush to deliver business value that we don’t have time to do architecture, user/task research, etc. While a pile of story cards may be the first thing the development team sees, this is rarely the first set of activities in a project. In reality, the customer usually comes with a problem and some vague idea of how to solve it with technology. Someone must help the customer crystallize his vision, design the product, get the necessary funding, and populate the initial product backlog. gerard Meszaros provides an overview of what needs to go on “behind the scenes” from project conception to the start of development in earnest. W7 REQuIREMENTS Agile for Business Analysts Bob Hartman, Agile For All A prevailing myth in the software industry is that business analysis requires a bloated requirements elicitation and documentation process. Although the Business Analysis Body of Knowledge (BABOK) is considered to be process agnostic, many business analysts create heavy requirements when they follow this document’s guidelines. Bob Hartman busts this myth by explaining how to use generally accepted practices from the BABOK in an agile way. Drawing directly from the BABOK, Bob bridges the gap that many business analysts have regarding lightweight process, especially as it relates to larger projects and organizations. gain the ability to use BABOK practices in an agile environment and develop an understanding of how to use them in more agile ways in traditional software development. learn to eliminate waste in any bloated process and become comfortable regardless of the development methodology you use. W4 AgILE PROCESSES Test-Driven Everything David Hussman, DevJam When you hear people talk about test-first or test-driven, you probably think of testing the code. Test-driven practices help developers reduce defects and increase the value in the code and the designs they deliver. Sadly, “test-driven” is too often confined to the coding trenches, and project communities miss the value of test-driven as a way to produce more value and less waste in other areas. David Hussman challenges you to think about test-driven beyond the coding realm. In addition to test-driven development, it is possible to test drive projects, meetings, and more. David begins by describing test-driven development and why it is often devalued or even dropped. Then he explains about using project chartering and story test-driven development as concrete tools for infusing test-driven everything across your project community. As a result you will find defects, remove duplication, and discover dependencies sooner. “I’ve attended some other types of conferences and this has been by far the best. The speakers were great, the food, the accommodations, the tutorials, and the set-up. Can’t wait until next year to attend!” — Chasity Johnson, Product Manager/Project Manager, MAP Software 16 CAll 888.268.8770 OR 904.278.0524 TO REgISTER • W W W. S Q E . C O M /A D P R E g http://WWW.SQE.COM/ADPREG

Table of Contents Feed for the Digital Edition of Better Software - September 2008

Agile Conference Brochure Contents Conference-at-a-Glance The EXPO Special Events Conference Speaker Index 36 In-Depth Pre-conference Tutorials 4 Keynote Presentations 42 Concurrent Classes Agile Leadership Summit by APLN Conference Venue and Things to Do in Orlando, FL Conference Sponsors & Exhibitors Registration Information Event Location Ways to Save

Better Software - September 2008

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