Pragmatics performs agile development, has been rated at CMMI (Capability Maturity Model Integration) Maturity Level 4, and is striving to achieve CMMI Maturity Level (CML) 5. By maturing our agile disciplines, we feel we will not only improve the performance of our agile teams, which will ultimately benefit our agile development practices regardless of our appraisal rating, but will also lead to our being appraised at CML 5. This experience report describes the steps we are taking to improve our agile development disciplines, which we believe will lead to our being appraised at CML 5.
{"title":"An Agile Development Team's Quest for CMMI® Maturity Level 5","authors":"S. Cohan, Hillel Glazer","doi":"10.1109/AGILE.2009.24","DOIUrl":"https://doi.org/10.1109/AGILE.2009.24","url":null,"abstract":"Pragmatics performs agile development, has been rated at CMMI (Capability Maturity Model Integration) Maturity Level 4, and is striving to achieve CMMI Maturity Level (CML) 5. By maturing our agile disciplines, we feel we will not only improve the performance of our agile teams, which will ultimately benefit our agile development practices regardless of our appraisal rating, but will also lead to our being appraised at CML 5. This experience report describes the steps we are taking to improve our agile development disciplines, which we believe will lead to our being appraised at CML 5.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126669450","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
From 2005-2009 the author led Scrum teams in churches in Massachusetts, Connecticut, Florida, and Delaware. Scrum was designed to increase productivity and improve quality through teamwork. This experience report shows how Scrum was implemented in non-profit organizations to break down silos of knowledge and activity, encourage communication and collaboration, improve the working environment and personal relationships, and drive higher velocity and quality throughout the organization. Nonprofits have impediments that are difficult to overcome – part time and volunteer workers, narrow specialization, little to no experience with project teams, and political problems whose roots can go back as far as 1692. Scrum as an institutional change agent is invaluable to a church.
{"title":"Scrum in Church: Saving the World One Team at a Time","authors":"A. C. Sutherland, J. Sutherland, C. Hegarty","doi":"10.1109/AGILE.2009.26","DOIUrl":"https://doi.org/10.1109/AGILE.2009.26","url":null,"abstract":"From 2005-2009 the author led Scrum teams in churches in Massachusetts, Connecticut, Florida, and Delaware. Scrum was designed to increase productivity and improve quality through teamwork. This experience report shows how Scrum was implemented in non-profit organizations to break down silos of knowledge and activity, encourage communication and collaboration, improve the working environment and personal relationships, and drive higher velocity and quality throughout the organization. Nonprofits have impediments that are difficult to overcome – part time and volunteer workers, narrow specialization, little to no experience with project teams, and political problems whose roots can go back as far as 1692. Scrum as an institutional change agent is invaluable to a church.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124386652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Agile software development involves continuously making iterative and incremental changes to source code. When making changes, developers quickly focus on parts of code that they consider to be important, and sometimes miss other relevant parts. Therefore, tool support is needed to help developers locate conceptually related sections of code. In this paper, we present Zelda, a tool designed to work with Agile practices that captures and maintains links between high-level information and source code. We evaluated Zelda with a pilot study where subjects were required to make a change to a small web application (10KLOCs). They were given a task description either on paper or in Zelda. We found that the Zelda Group made more accurate changes, were less likely to become disoriented, and were more willing to access additional information.
{"title":"Supporting Program Comprehension in Agile with Links to User Stories","authors":"S. Ratanotayanon, S. Sim, R. Gallardo-Valencia","doi":"10.1109/AGILE.2009.66","DOIUrl":"https://doi.org/10.1109/AGILE.2009.66","url":null,"abstract":"Agile software development involves continuously making iterative and incremental changes to source code. When making changes, developers quickly focus on parts of code that they consider to be important, and sometimes miss other relevant parts. Therefore, tool support is needed to help developers locate conceptually related sections of code. In this paper, we present Zelda, a tool designed to work with Agile practices that captures and maintains links between high-level information and source code. We evaluated Zelda with a pilot study where subjects were required to make a change to a small web application (10KLOCs). They were given a task description either on paper or in Zelda. We found that the Zelda Group made more accurate changes, were less likely to become disoriented, and were more willing to access additional information.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"8 6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129176665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Because the Federal Bureau of Investigation (FBI) never stops evolving, High Performance Technologies, Inc. (HPTi) found itself struggling to keep up with the changes while maintaining its CMMI III certification. Developers were complaining, clients were getting anxious, software releases were slipping. But what was the problem? Was it CMMI? Was it the environment? Was it HPTi? Through a disciplined approach to agile development, HPTi was able to successfully deliver above expectations. This experience report outlines HPTi’s successful journey through a CMMI III certification on an FBI software development project and the even more successful transition into agile development.
{"title":"How the FBI Learned to Catch Bad Guys One Iteration at a Time","authors":"Justin Babuscio","doi":"10.1109/AGILE.2009.52","DOIUrl":"https://doi.org/10.1109/AGILE.2009.52","url":null,"abstract":"Because the Federal Bureau of Investigation (FBI) never stops evolving, High Performance Technologies, Inc. (HPTi) found itself struggling to keep up with the changes while maintaining its CMMI III certification. Developers were complaining, clients were getting anxious, software releases were slipping. But what was the problem? Was it CMMI? Was it the environment? Was it HPTi? Through a disciplined approach to agile development, HPTi was able to successfully deliver above expectations. This experience report outlines HPTi’s successful journey through a CMMI III certification on an FBI software development project and the even more successful transition into agile development.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116987710","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
If Agile is to be successfully introduced on a medium or large scale into any organization it is vital that there is a symbiotic relationship between line management and the Agile teams that carry out the work. Line management form the organizational hierarchies and silos in any major corporation and their interaction with the cross functional Agile teams, either permanent or temporary, that are formed by drawing resources from various organizational silos, is a key success factor on the Agile journey. This experience report outlines the dysfunctions that initially appeared between line management and the Agile teams early on in the Agile journey and the steps taken to help overcome them. It outlines the key steps taken to enable the change and the benefits that accrued from this journey.
{"title":"Hook, Line and Sinker: The Role of Line Management in Relation to Agile Teams","authors":"Philip Abernathy","doi":"10.1109/AGILE.2009.43","DOIUrl":"https://doi.org/10.1109/AGILE.2009.43","url":null,"abstract":"If Agile is to be successfully introduced on a medium or large scale into any organization it is vital that there is a symbiotic relationship between line management and the Agile teams that carry out the work. Line management form the organizational hierarchies and silos in any major corporation and their interaction with the cross functional Agile teams, either permanent or temporary, that are formed by drawing resources from various organizational silos, is a key success factor on the Agile journey. This experience report outlines the dysfunctions that initially appeared between line management and the Agile teams early on in the Agile journey and the steps taken to help overcome them. It outlines the key steps taken to enable the change and the benefits that accrued from this journey.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126842516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Projects combining agile methods with CMMI combine adaptability with predictability to better serve large customer needs. The introduction of Scrum at Systematic, a CMMI Level 5 company, doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data driven tools like story process efficiency to surface Product Backlog impediments. This allowed them to systematically develop a strategy for a second doubling in productivity. Two teams have achieved a sustainable quadrupling of productivity compared to waterfall projects. We discuss here the strategy to bring the entire company to that level. Our experiences shows that Scrum and CMMI together bring a more powerful combination of adaptability and predictability than either one alone and suggest how other companies can combine them to achieve Toyota level performance – 4 times the productivity and 12 times the quality of waterfall teams.
{"title":"Scrum and CMMI Going from Good to Great","authors":"C. Jakobsen, J. Sutherland","doi":"10.1109/AGILE.2009.31","DOIUrl":"https://doi.org/10.1109/AGILE.2009.31","url":null,"abstract":"Projects combining agile methods with CMMI combine adaptability with predictability to better serve large customer needs. The introduction of Scrum at Systematic, a CMMI Level 5 company, doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data driven tools like story process efficiency to surface Product Backlog impediments. This allowed them to systematically develop a strategy for a second doubling in productivity. Two teams have achieved a sustainable quadrupling of productivity compared to waterfall projects. We discuss here the strategy to bring the entire company to that level. Our experiences shows that Scrum and CMMI together bring a more powerful combination of adaptability and predictability than either one alone and suggest how other companies can combine them to achieve Toyota level performance – 4 times the productivity and 12 times the quality of waterfall teams.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132102164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
J. Sutherland, Guido Schoonheim, N. Kumar, V. Pandey, S. Vishal
The Scrum software development framework was designed for the hyperproductive state where productivity increases by 5-10 times over waterfall teams and many co-located teams have achieved this effect. In 2006, Xebia (The Netherlands) started localized projects with half Dutch and half Indian team members. After establishing a localized velocity of five times their waterfall competitors on the same project, they moved the Indian members of the team to India and showed stable velocity with fully distributed teams. The ability to achieve hyperproductivity with distributed, outsourced teams was shown to be a repeatable process and a fully distributed model is now the recommended standard when organizations have disciplined Scrum teams with full implementation of XP engineering practices inside the Scrum. Previous studies used overlapping time zones to ease communication and create a single distributed team. The goal of this report is to go one step further and show the same results with team members separated by the 12.5 hour time difference between India and San Francisco. If Scrum works without overlapping time zones then applying it to the mainstream offshoring practice in North America will be possible. In 2008, Xebia India started engagements with partners like TBD.com, a social networking site in San Francisco. TBD has an existing core team of developers doing Scrum with an established local velocity. Adding Xebia India developers to the San Francisco team with a Fully Distributed Scrum model achieved linear scalability with a globally distributed outsourced team.
{"title":"Fully Distributed Scrum: Linear Scalability of Production between San Francisco and India","authors":"J. Sutherland, Guido Schoonheim, N. Kumar, V. Pandey, S. Vishal","doi":"10.1109/AGILE.2009.27","DOIUrl":"https://doi.org/10.1109/AGILE.2009.27","url":null,"abstract":"The Scrum software development framework was designed for the hyperproductive state where productivity increases by 5-10 times over waterfall teams and many co-located teams have achieved this effect. In 2006, Xebia (The Netherlands) started localized projects with half Dutch and half Indian team members. After establishing a localized velocity of five times their waterfall competitors on the same project, they moved the Indian members of the team to India and showed stable velocity with fully distributed teams. The ability to achieve hyperproductivity with distributed, outsourced teams was shown to be a repeatable process and a fully distributed model is now the recommended standard when organizations have disciplined Scrum teams with full implementation of XP engineering practices inside the Scrum. Previous studies used overlapping time zones to ease communication and create a single distributed team. The goal of this report is to go one step further and show the same results with team members separated by the 12.5 hour time difference between India and San Francisco. If Scrum works without overlapping time zones then applying it to the mainstream offshoring practice in North America will be possible. In 2008, Xebia India started engagements with partners like TBD.com, a social networking site in San Francisco. TBD has an existing core team of developers doing Scrum with an established local velocity. Adding Xebia India developers to the San Francisco team with a Fully Distributed Scrum model achieved linear scalability with a globally distributed outsourced team.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122812166","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A Continuous Integration system is often considered one of the key elements involved in supporting an agile software development and testing environment. As a traditional software tester transitioning to an agile development environment it became clear to me that I would need to put this essential infrastructure in place and promote improved development practices in order to make the transition to agile testing possible. This experience report discusses a continuous integration implementation I led last year. The initial motivations for implementing continuous integration are discussed and a pre and post-assessment using Martin Fowler's" Practices of Continuous Integration" is provided along with the technical specifics of the implementation. The report concludes with a retrospective of my experiences implementing and promoting continuous integration within the context of agile testing.
{"title":"Enabling Agile Testing through Continuous Integration","authors":"Sean Stolberg","doi":"10.1109/AGILE.2009.16","DOIUrl":"https://doi.org/10.1109/AGILE.2009.16","url":null,"abstract":"A Continuous Integration system is often considered one of the key elements involved in supporting an agile software development and testing environment. As a traditional software tester transitioning to an agile development environment it became clear to me that I would need to put this essential infrastructure in place and promote improved development practices in order to make the transition to agile testing possible. This experience report discusses a continuous integration implementation I led last year. The initial motivations for implementing continuous integration are discussed and a pre and post-assessment using Martin Fowler's\" Practices of Continuous Integration\" is provided along with the technical specifics of the implementation. The report concludes with a retrospective of my experiences implementing and promoting continuous integration within the context of agile testing.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"4 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128783762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This report describes our experience in adapting the Scrum process to develop complex tools and user interfaces for use in computer-generated (CG) animated feature film production at the Walt Disney Animation Studios. We describe the movie making process and how the need for tools with good interaction led us to adopt a Scrum-based iterative design and development process.
{"title":"Software Development for Disney Animated Feature Film Production","authors":"Rajesh Sharma, Brian Wherry","doi":"10.1109/AGILE.2009.60","DOIUrl":"https://doi.org/10.1109/AGILE.2009.60","url":null,"abstract":"This report describes our experience in adapting the Scrum process to develop complex tools and user interfaces for use in computer-generated (CG) animated feature film production at the Walt Disney Animation Studios. We describe the movie making process and how the need for tools with good interaction led us to adopt a Scrum-based iterative design and development process.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126473241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
An Intuit Small Business Division (SBD) process “Agile Done Right” (ADR) helps ensure the proper use of agile to maximize business results and minimize process problems. ADR requires an agile coach like those used in the successful SEI’s Team Software Process (TSP)SM program at Intuit. Coaches ensure the process is “done right” and help teams with process problems. The need to develop project-embedded ADR coaches and to raise the level of agile maturity to reduce missteps drove the need for internal coach training. This paper covers the performance objectives, the concept of a meeting-driven training approach, and the key agile topics in the training. Some of those are “stock” Scrum process. The more interesting ADR modules covered in depth are those with specific adaptations for SBD. They include an overview of ADR, the set of Iteration 0 meetings, the set of Recurring Iteration meetings, and the ADR Coaches Toolkit.
Intuit Small Business Division (SBD)流程“敏捷做对了”(ADR)有助于确保正确使用敏捷来最大化业务结果并最小化流程问题。ADR需要一位敏捷教练，就像Intuit成功的SEI团队软件流程(TSP)SM项目中所使用的那样。教练确保流程“正确完成”，并帮助团队解决流程问题。开发项目嵌入式ADR教练和提高敏捷成熟度以减少失误的需求推动了对内部教练培训的需求。本文涵盖了绩效目标、会议驱动培训方法的概念以及培训中的关键敏捷主题。其中一些是“库存”Scrum过程。深入介绍的更有趣的ADR模块是那些针对SBD进行了特定调整的模块。它们包括ADR概述、迭代0会议集、循环迭代会议集和ADR教练工具包。
{"title":"Organically Growing Internal Coaches","authors":"Alan Padula","doi":"10.1109/AGILE.2009.44","DOIUrl":"https://doi.org/10.1109/AGILE.2009.44","url":null,"abstract":"An Intuit Small Business Division (SBD) process “Agile Done Right” (ADR) helps ensure the proper use of agile to maximize business results and minimize process problems. ADR requires an agile coach like those used in the successful SEI’s Team Software Process (TSP)SM program at Intuit. Coaches ensure the process is “done right” and help teams with process problems. The need to develop project-embedded ADR coaches and to raise the level of agile maturity to reduce missteps drove the need for internal coach training. This paper covers the performance objectives, the concept of a meeting-driven training approach, and the key agile topics in the training. Some of those are “stock” Scrum process. The more interesting ADR modules covered in depth are those with specific adaptations for SBD. They include an overview of ADR, the set of Iteration 0 meetings, the set of Recurring Iteration meetings, and the ADR Coaches Toolkit.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126019068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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