Better Software - September 2008 - (Page ADP18) CONCuRRENT CLASSES WEDNESDAy, NOvEMBER 12, 2:45 p.m. W15 TRANSITIONINg TO AgILE W19 THE AgILE ORgANIZATION Driving Agile Transformation from the Top Down Pete Morowski, Borland Software Corporation While agile practices are starting to make their way into large enterprises, in most instances this has been a “bottom up” movement driven through grassroots efforts. But, as success stories draw attention to the benefits of agile practices, an increasing number of executives are considering making an organization-wide agile transition. It is an attractive idea, but what does an agile transition look like when it comes as a mandate from the top? How do you scale agile principles from a single team to an enterprise with multiple teams working on multiple projects? Pete Morowski shares practical answers to these questions, addressing issues, such as the role of management in creating an agile culture, bridging “two worlds” as traditional and agile co-exist in the enterprise, and rewriting the “rules” to fit the organization. Pete provides insight that can help you translate agile principles from theory into practice for your enterprise. Value Stream Mapping: Extending Our View to the Enterprise Alan Shalloway, Net Objectives What if the process improvements you are trying to make are not where your real problems lie? Assuming where your problems are is often the biggest problem. Alan Shalloway presents value stream maps, a lean tool that focuses on finding waste in your development process. Alan presents an example of a value stream map that resulted in a twenty percent productivity improvement to the development team without modifying how the team worked. After this introduction to value stream mapping, you will create your own maps to learn how to improve your own processes and to learn the basic lean principles of optimize the whole, deliver fast, and build quality in. Alan demonstrates how focusing on improving the flow of software development from a time perspective can lead to a higher quality, lower cost process. W16 AgILE MANAgEMENT W20 AgILE DESIgN & ARCHITECTuRE Calling All Agile Skeptics—the Curious and Die-Hard, Non-Agile Damon Poole, AccuRev Not convinced about agile? Curious about this new approach, but not sure it makes any sense? Does it feel like agile goes against everything your experience tells you is the right thing to do? Damon Poole examines your concerns, doubts, counter-examples, and horror stories. If you are interested in helping to answer the concerns of others, then bring your answers, positive examples, and experiences. In either case, bring an open mind, a sense of humor, and at least one anecdote. Delegates will share the floor and help to keep the atmosphere fun and relaxed. Come and learn how some of the practices that may be fueling your skepticism are either optional or only work when done in conjunction with other practices. For instance, frequent releases are not required and short iterations work best when coupled with automated regression testing. Behavior-Driven Database Design Pramod Sadalage, ThoughtWorks Agile methods focus on creating executable code quickly and with fewer defects. But what about the database? The database is “the” component of the application that is thought to be the least agile and often excluded from agile development. Pramod Sadalage explains how the concepts of Behavior-Driven Development (BDD) can be applied to database development to drive the design of the database using executable specifications. Pramod describes how performing BDDD (Behavior-Driven Database Design) allows us to specify the behavior of the database as it is expected by the code running against the database, how BDDD allows us to easily refactor the database, and how BDDD provides an easy way to document the database design and behavior. If we encode all the behavior we expect from the database, then we have a comprehensive set of tests to safely refactor our database in addition to an extensive behavior specification of the database itself. W17 AgILE PROJECTS W21 REQuIREMENTS Agile Project Metrics Dave Nicolette, Valtech Technologies Agile projects and traditional projects are tracked differently. The key difference is that agile projects track outcomes; traditional projects track activities. Project managers who are new to agile are often unsure which measures are relevant to which stakeholders and how to interpret them, and how agile metrics tie back to some of the more familiar forms of project reporting. Dave Nicolette explains how agile projects are tracked, which metrics are useful to which audiences, and how to monitor project health, delivery effectiveness, and the quality and value of the results. Dave describes the reasons to choose particular metrics, how to use metrics for informational, diagnostic, and motivational purposes, and the timesensitivity of metrics. Dave also explains the meaning and use of measures peculiar to agile methods, such as “velocity,” “running tested features,” “earned business value,” and “burn charts”. Bring your metrics questions and apply the information to your real-world situations. Do the Right Thing: Adapting Requirements Practices for Agile Projects Ellen Gottesdiener, EBG Consulting Some agile teams rely on user stories alone to articulate requirements, struggle with requirements rework on large agile projects, and spend too much time thrashing on requirements during iterations. Requirements expert and agile coach, Ellen gottesdiener shares a wide spectrum of requirements practices ranging from traditional to agile to help you break out of the cookie-cutter mentality that some take toward requirements elicitation. Practitioners from a traditional environment learn how classic requirements practices are adapted on agile projects. Agile practitioners learn how they may lighten, tighten, or incorporate a subset of traditional requirements practices to mitigate risks associated with missing, erroneous, or conflicting requirements. gain an appreciation of ways to adapt requirements practices to fit various project situations so you can do the right things for your project. W18 AgILE PROCESSES Secrets of CMMI® for Agile Organizations Jeff Dalton, Broadsword Solutions Are you convinced that agile development methods and process improvement methods such as CMMI® don’t go together? Have you been the victim of a ton of process overhead dropped on your head? It doesn’t have to be that way. CMMI® and agile methods can work together to supercharge software development performance, gaining the advantages of agility and the repeatability, reusability, and infrastructure that process maturity provides. Jeff Dalton presents an agile approach to CMMI®, both in content and in management of the process itself. Agile cultures need to approach and perform process improvement activities within a language and framework that makes sense to them—an agile framework. Jeff discusses iterations, releases, design slams, integrated teams, and JENTM concepts (just enough, not too much). If you are interested in agile methodologies and would like to learn how to apply CMMI® in your organization, this class is for you. “I am excited to take so many great ideas back to work with me. The facility was first class. All of the speakers I had, tutorial and concurrent, were experienced in their fields and had valuable insight to share.” — Agile Development Practices 2007 Delegate 18 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
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