By now, your company has made the transition to Scrum. "Sprints", "backlogs", and "retrospectives" are everyday words, but you have discovered the complications that arise within Product Management. Product Owners and Managers who have been scattered across multiple teams are no longer in sync, and at the senior management level, there is not very much visibility into what the Scrum teams are working on unless backlogs are scrutinized. Even then, it is difficult to connect the user stories to management’s high level goals. In addition, cross-product dependencies are not being effectively recognized and managed. The necessity of tracing high level business objectives and portfolio initiatives down to the user story level is essential to any high performing agile development organization. This experience report details how Ultimate Software has successfully transitioned from agile development to an agile enterprise.
{"title":"Transitioning from Agile Development to Enterprise Product Management Agility","authors":"Marie Kalliney","doi":"10.1109/AGILE.2009.64","DOIUrl":"https://doi.org/10.1109/AGILE.2009.64","url":null,"abstract":"By now, your company has made the transition to Scrum. \"Sprints\", \"backlogs\", and \"retrospectives\" are everyday words, but you have discovered the complications that arise within Product Management. Product Owners and Managers who have been scattered across multiple teams are no longer in sync, and at the senior management level, there is not very much visibility into what the Scrum teams are working on unless backlogs are scrutinized. Even then, it is difficult to connect the user stories to management’s high level goals. In addition, cross-product dependencies are not being effectively recognized and managed. The necessity of tracing high level business objectives and portfolio initiatives down to the user story level is essential to any high performing agile development organization. This experience report details how Ultimate Software has successfully transitioned from agile development to an agile enterprise.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"13 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":"114152597","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}
Scrum provides a framework for managing agile development projects. It encourages transparency at all times, which helps reinforce the cycle of trust that must exist between development teams, management and the customer. Over the course of two years, our team had used Scrum to successfully deliver three revisions of our product with a degree of predictability that had been unattainable prior to adopting the agile method. When the projected schedule of our next project didn’t align with the business needs of the organization, we found ourselves on the fast-track to conflict. And we had given them all the ammunition they needed to turn our gesture of trust into a weapon of unimaginable destruction.
{"title":"Weaponized Scrum","authors":"M. Marchi","doi":"10.1109/AGILE.2009.33","DOIUrl":"https://doi.org/10.1109/AGILE.2009.33","url":null,"abstract":"Scrum provides a framework for managing agile development projects. It encourages transparency at all times, which helps reinforce the cycle of trust that must exist between development teams, management and the customer. Over the course of two years, our team had used Scrum to successfully deliver three revisions of our product with a degree of predictability that had been unattainable prior to adopting the agile method. When the projected schedule of our next project didn’t align with the business needs of the organization, we found ourselves on the fast-track to conflict. And we had given them all the ammunition they needed to turn our gesture of trust into a weapon of unimaginable destruction.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"9 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":"129083194","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}
Inkubook.com came into existence in March 2008 when an existing software development and marketing organization received a new CEO who immediately tasked the team with building an entirely different product. This paper describes the sources of pain that led to an evolution from the existing Scrum process through four major changes as the team's process shifted to meet the team's goals and management's demands. Then, the ramifications and further changes of the resulting kanban approach are explored.
{"title":"The Inkubook Experience: A Tale of Five Processes","authors":"Eric R. Willeke","doi":"10.1109/AGILE.2009.34","DOIUrl":"https://doi.org/10.1109/AGILE.2009.34","url":null,"abstract":"Inkubook.com came into existence in March 2008 when an existing software development and marketing organization received a new CEO who immediately tasked the team with building an entirely different product. This paper describes the sources of pain that led to an evolution from the existing Scrum process through four major changes as the team's process shifted to meet the team's goals and management's demands. Then, the ramifications and further changes of the resulting kanban approach are explored.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"81 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":"133337369","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}
By late 2004, Scrum had been chosen independently as a development process by several teams at Amazon.com. From then until 2009, Scrum spread to a large portion of the software development teams at Amazon. This widespread adoption occurred in part due to the actions of a single individual and in part due to the natural match between Scrum’s characteristics and the culture prevalent at Amazon.com. Widespread use of small, independent teams and a general empowerment at the team level made Scrum a smaller step to take for development teams at Amazon than it would be at many companies of equal or greater size. The success of Scrum at Amazon shows how important the prevailing culture of the company can be in terms of supporting an Agile transformation. These lessons are relevant to Scrum transformations being undertaken at many companies today.
{"title":"Accidental Adoption: The Story of Scrum at Amazon.com","authors":"Allan W. Atlas","doi":"10.1109/AGILE.2009.10","DOIUrl":"https://doi.org/10.1109/AGILE.2009.10","url":null,"abstract":"By late 2004, Scrum had been chosen independently as a development process by several teams at Amazon.com. From then until 2009, Scrum spread to a large portion of the software development teams at Amazon. This widespread adoption occurred in part due to the actions of a single individual and in part due to the natural match between Scrum’s characteristics and the culture prevalent at Amazon.com. Widespread use of small, independent teams and a general empowerment at the team level made Scrum a smaller step to take for development teams at Amazon than it would be at many companies of equal or greater size. The success of Scrum at Amazon shows how important the prevailing culture of the company can be in terms of supporting an Agile transformation. These lessons are relevant to Scrum transformations being undertaken at many companies today.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"72 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":"131507669","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}
As Agile practitioners, a great deal of our time is focused on having targeted, directed impact. But sometimes we miss opportunities to repurpose our efforts into synergistic, many-pronged effects. Not multi-tasking — multi-effecting, from one piece of effort. This paper will explore this topic, both in theory and in practice, specifically focusing on Group Pairing as an example of this. We will examine a particular client case study, where a disparate developer team, with minimal pairing and TDD experience, was developed into a highly-productive “gelled” team through Group Pairing — six individuals, one workstation.
{"title":"Exploring Synergistic Impact through Adventures in Group Pairing","authors":"Ken Kolchier","doi":"10.1109/AGILE.2009.36","DOIUrl":"https://doi.org/10.1109/AGILE.2009.36","url":null,"abstract":"As Agile practitioners, a great deal of our time is focused on having targeted, directed impact. But sometimes we miss opportunities to repurpose our efforts into synergistic, many-pronged effects. Not multi-tasking — multi-effecting, from one piece of effort. This paper will explore this topic, both in theory and in practice, specifically focusing on Group Pairing as an example of this. We will examine a particular client case study, where a disparate developer team, with minimal pairing and TDD experience, was developed into a highly-productive “gelled” team through Group Pairing — six individuals, one workstation.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"37 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":"129686707","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}
The Sidky Agile Measurement Index (SAMI) is a 5-step value-based roadmap to agility. The SAMI is designed to help guide organizations seeking to become more agile. Each of SAMI’s 5 steps (Collaborative, Evolutionary, Integrated, Adaptive and Encompassing) aims to instill a new value in teams and organizations. This report shows how an organization that is just at Step 2 of the SAMI has realized a number of tangible business benefits. Some of these notable benefits are (a) 25% increase in the speed to market, (b) 45% decrease in the number of bugs reported after delivery of the system, (c) unprecedented customer satisfaction, and (d) 19% decrease in employee turnover because of the substantial increase in the team moral.
{"title":"25 percent Ahead of Schedule and just at “Step 2” of the SAMI","authors":"El-Mohanned Ahmed, A. Sidky","doi":"10.1109/AGILE.2009.63","DOIUrl":"https://doi.org/10.1109/AGILE.2009.63","url":null,"abstract":"The Sidky Agile Measurement Index (SAMI) is a 5-step value-based roadmap to agility. The SAMI is designed to help guide organizations seeking to become more agile. Each of SAMI’s 5 steps (Collaborative, Evolutionary, Integrated, Adaptive and Encompassing) aims to instill a new value in teams and organizations. This report shows how an organization that is just at Step 2 of the SAMI has realized a number of tangible business benefits. Some of these notable benefits are (a) 25% increase in the speed to market, (b) 45% decrease in the number of bugs reported after delivery of the system, (c) unprecedented customer satisfaction, and (d) 19% decrease in employee turnover because of the substantial increase in the team moral.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"36 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":"125814170","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}
It is the late-80’s and the U.S. Department of Defense is rolling out a new state-of-the-art system for scheduling satellite tracking stations that uses a text-driven display and communication over serial lines. Now 15 years, three failed replacements and over 20 million tax payer dollars later a final attempt at replacing the crippled system gets underway…using Agile. This experience report will cover the challenges faced developing a critical application in iterations while satisfying the customers requirement that deliverables be made using the traditional waterfall lifecycle.
{"title":"Covert Agile: Development at the Speed of… Government?","authors":"David Morgan","doi":"10.1109/AGILE.2009.48","DOIUrl":"https://doi.org/10.1109/AGILE.2009.48","url":null,"abstract":"It is the late-80’s and the U.S. Department of Defense is rolling out a new state-of-the-art system for scheduling satellite tracking stations that uses a text-driven display and communication over serial lines. Now 15 years, three failed replacements and over 20 million tax payer dollars later a final attempt at replacing the crippled system gets underway…using Agile. This experience report will cover the challenges faced developing a critical application in iterations while satisfying the customers requirement that deliverables be made using the traditional waterfall lifecycle.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"42 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":"122931329","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}
In 2007, OpenView Venture Partners decided to adopt Scrum as best practice in software development in its portfolio companies and Scrum as the standard practice in internal operations. It is one of the first high-performance non-software Scrums that delivers twice as much value in fewer working hours. The model at OpenView provides data and a working manual on how to do Scrum outside of software development. Their aggressive removal of impediments (take no prisoners!) distinguishes them from Scrum implementations that are unable to remove institutionalized waste.
{"title":"Take No Prisoners: How a Venture Capital Group Does Scrum","authors":"J. Sutherland, Igor Altman","doi":"10.1109/AGILE.2009.29","DOIUrl":"https://doi.org/10.1109/AGILE.2009.29","url":null,"abstract":"In 2007, OpenView Venture Partners decided to adopt Scrum as best practice in software development in its portfolio companies and Scrum as the standard practice in internal operations. It is one of the first high-performance non-software Scrums that delivers twice as much value in fewer working hours. The model at OpenView provides data and a working manual on how to do Scrum outside of software development. Their aggressive removal of impediments (take no prisoners!) distinguishes them from Scrum implementations that are unable to remove institutionalized waste.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"22 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":"114414419","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}
In 2004, SEP tried adopting Agile practices. However, Agile failed to have the desired lasting impact across the entire organization. Things changed in 2007, when SEP implemented a kanban system for the first time. Kanban created an effective means for institutionalization of Lean by providing a unique method of discovering and learning practices and principles. Upon examining multiple teams using kanban systems it was apparent that teams followed similar patterns of adoption and learning. They appeared to follow the Dreyfus Model for Skill Acquisition.
{"title":"Applying the Dreyfus Model of Skill Acquisition to the Adoption of Kanban Systems at Software Engineering Professionals (SEP)","authors":"Christopher M. Shinkle","doi":"10.1109/AGILE.2009.25","DOIUrl":"https://doi.org/10.1109/AGILE.2009.25","url":null,"abstract":"In 2004, SEP tried adopting Agile practices. However, Agile failed to have the desired lasting impact across the entire organization. Things changed in 2007, when SEP implemented a kanban system for the first time. Kanban created an effective means for institutionalization of Lean by providing a unique method of discovering and learning practices and principles. Upon examining multiple teams using kanban systems it was apparent that teams followed similar patterns of adoption and learning. They appeared to follow the Dreyfus Model for Skill Acquisition.","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":"114515781","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 is the story of how the Launchpad (https://launchpad.net) development team switched to a continuous integration system to increase several flows in their development process: flow of changes on trunk; flow of changes requiring database schema upgrade; flow of deployed changes to end users. The switch to a buildbot-based system meant violating a very old company taboo: a trunk that doesn’t pass its test suite. The risk of a broken trunk was offset by allowing each developer to run the full test suite in the Amazon EC2 cloud.
{"title":"Killing the Gatekeeper: Introducing a Continuous Integration System","authors":"Francis J. Lacoste","doi":"10.1109/AGILE.2009.35","DOIUrl":"https://doi.org/10.1109/AGILE.2009.35","url":null,"abstract":"This is the story of how the Launchpad (https://launchpad.net) development team switched to a continuous integration system to increase several flows in their development process: flow of changes on trunk; flow of changes requiring database schema upgrade; flow of deployed changes to end users. The switch to a buildbot-based system meant violating a very old company taboo: a trunk that doesn’t pass its test suite. The risk of a broken trunk was offset by allowing each developer to run the full test suite in the Amazon EC2 cloud.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"27 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":"132011799","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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