Better Software - September 2008 - (Page ADP17) CONCuRRENT CLASSES MONDAY, MAY 16, 8:30-5:00 WEDNESDAy, NOvEMBER 12, 12:45 p.m. W8 TRANSITIONINg TO AgILE W12 THE AgILE ORgANIZATION The Agile PMP: Teaching an Old Dog New Tricks Mike Cottmeyer, VersionOne Agile methods put a great deal of emphasis on trust, empowerment, and collaboration. Agile moves us away from command and control project management toward an approach designed to harness the passion, creativity, and enthusiasm of the team. A successful transition to agile project management hinges largely on how well traditional project managers are able to adopt new ways of thinking about project structure and control. Building on the principles of PMI® and the Project Management Body of Knowledge (PMBOK), Mike will explore how a PMP can adapt their knowledge and experience to become an effective agile project leader. Mike will tackle the hidden assumptions behind the PMBOK and explore a more agile approach to managing time, cost, and scope. He will take an in-depth look at the PMI Processes and Knowledge areas and explore how to adapt them to agile projects. Project managers, business analysts, and other stakeholders will leave with a new way of thinking about project management best practices and new tools for delivering value in the face of uncertainty. It Takes a Village: Organizing to Fulfill the Product Owner Role Ronica Roth, Rally Software Development At Yahoo!, the product owner role is defined as the “single wringable neck” who ensures that software products and projects deliver value. Many organizations struggle to fill this role that collaborates with stakeholders to define value and manage a backlog, provides tactical support to the delivery team, and directs the product and project vision and roadmap. For most organizations, the reality is that it takes a whole team of people to fill this role. Ronica Roth begins with a quick overview of the product owner responsibilities, particularly in the context of the five levels of agile planning. She then presents patterns and examples for organizing product and customer groups in product companies, consulting shops, and internal IT departments. Soliciting your ideas, Ronica leads a discussion of the successes and challenges of those patterns and of your experiences with them. gain new ideas about how to organize your product and customer group to support value delivery. W9 AgILE MANAgEMENT W13 AgILE DESIgN & ARCHITECTuRE Agile Contracting Rachel Weston, Rally Software Development and Chris Spagnuolo, Data Transfer Solutions Many software development organizations work within the bounds of contractual agreements where the limitations imposed by the “Iron Triangle” of fixed timelines, budgets, and scope challenge their ability to embrace change and focus on value delivery. Agile practitioners often comment that agile contracting is a difficult problem, but proven solutions are rarely presented. Rachel Weston and Chris Spagnuolo offer some tools they have used in their own agile contracting work to help agile practitioners deal with different contracting scenarios while promoting agile practices, protecting the development organization, and still providing value and protection to the client’s organization. Through a combined workshop and facilitated collaborative session, Rachel and Chris present new agile contracting tools that can be added to your toolbox. You will gain a deeper understanding of the problems associated with agile contracting as well as practical solutions for dealing with contracts in an agile manner. Refactoring: Where Do I Start? J. B. Rainsberger, Independent Consultant Since Martin Fowler completed his now-classic work Refactoring: Improving the Design of Existing Code, few programming practices have been more effective—and more controversial—than refactoring. Refactoring is effective when you study and practice it diligently. It remains controversial because many development managers think developers should be adding features, not reworking old code. J. B. Rainsberger takes you deep inside the process of refactoring, including how to start reaping the benefits of refactoring while minimizing the disruption of learning a new practice, how to safely refactor code you don’t know well, and the four key elements of simple design that should guide your refactoring. He explains the hazards of refactoring, when not to refactor, and how to refactor in such a way as not to upset your boss. After this presentation, you will be able to refactor your own code more confidently and effectively. You might just impress some of your colleagues along the way. W10 AgILE PROJECTS W14 REQuIREMENTS Re-thinking Scheduling: Parkinson’s Law Inverted Mary Poppendieck, Poppendieck, LLC The Empire State Building—the tallest building in the world for over forty years—took just 13½ months to build. Amazing as this may seem today, it was not remarkable at the time; most skyscrapers were built in about a year. How did they do that? In those days, cash flow was more important than cost, and schedule routinely trumped scope. The paradigm was the inverse of Parkinson’s law—work should contract to fit the time allotted. Today, Parkinson’s law is alive and well in current scheduling approaches that break work down into tasks, estimate the tasks, and sum up the result. This approach invites work on each task to expand to fit the estimated time. Mary Poppendieck will show why you should not ask, “How long will this take?”, but ask instead, “What can be done by this date?” You will learn how to accomplish more with less by applying cash flow thinking and turning Parkinson’s law upside down. Driving user Stories from Business Value Guy Beaver, Net Objectives Implementations of agile and Scrum typically employ user stories as the primary method for discovering requirements. User stories provide the mechanism for the fast, flexible flow of ideas into completed increments of software. What’s missing is a practical approach to discovering user stories from top-down, business valued, and prioritized capabilities. guy Beaver shares proven approaches to allow a project-driven organization to transition to business features that can be predictably estimated and planned for release. The stories unfolded from business features have clear line-ofsight to business goals and allow for the timely discovery and management of technical considerations. learn how to create release plans that maximize business value while minimizing waste, how to drive accurate enterprise release plan estimates with story point velocity, the lean way to unfold user stories, and how to account for technical constraints in your release planning. W11 AgILE PROCESSES Pragmatic Agility Andy Hunt, The Pragmatic Programmers What is agile software development all about? Why is it fundamentally different from other approaches and will it work for you and your organization? Join Andy Hunt, one of the seventeen original authors of the Agile Manifesto and a founder of the Agile Alliance, for his pragmatic answers to these and other questions. Examine the foundations of agile software development and learn what problems agility seeks to address. Don’t be distracted by dogma—take some time to explore the core aspects of agile development. Andy presents the real foundations of agility and walks you through a typical day in the life of an agile developer. Find out what’s really important about the agile approach and take back new ideas to help you transition to agile while avoiding common stumbling blocks. Join Andy to find out how to make agility work for you. Shingle Creek Resort 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 17 http://WWW.SQE.COM/ADPREg
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