Stories of real teams enthusiastically implementing agile in non-standard situations shows openness and constant adaptation as the most important factors for success.
真实团队在非标准情况下热情地实施敏捷的故事表明，开放和不断的适应是成功的最重要因素。
{"title":"Agile Won't Work: Implementing Agility in Non-standard Teams","authors":"Daniel B. Markham","doi":"10.1109/AGILE.2009.32","DOIUrl":"https://doi.org/10.1109/AGILE.2009.32","url":null,"abstract":"Stories of real teams enthusiastically implementing agile in non-standard situations shows openness and constant adaptation as the most important factors for success.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"18 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":"115873375","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 national financial market turmoil that began in 2008 and continues to this day forced Iowa Student Loan and other student loan providers to make significant changes. This is a story about how Iowa Student Loan found innovative ways to continue to meet the need for private student loans and how the technical changes needed to accomplish this were implemented with relative ease. Three different periods of time are analyzed from 2007-2009 and conclusions are drawn to determine possible sources of our success. The main conclusions are: ensuring the business and development teams are speaking the same language, writing tests in a way that is easy to understand, having business-savvy developers and tech-savvy business analysts, paying down technical debt is a necessary and continual aspect of system design, the importance of prioritization, and making undefined requirements as configurable as possible.
{"title":"Surviving the Economic Downturn","authors":"J. Davis, T. J. Andersen","doi":"10.1109/AGILE.2009.40","DOIUrl":"https://doi.org/10.1109/AGILE.2009.40","url":null,"abstract":"The national financial market turmoil that began in 2008 and continues to this day forced Iowa Student Loan and other student loan providers to make significant changes. This is a story about how Iowa Student Loan found innovative ways to continue to meet the need for private student loans and how the technical changes needed to accomplish this were implemented with relative ease. Three different periods of time are analyzed from 2007-2009 and conclusions are drawn to determine possible sources of our success. The main conclusions are: ensuring the business and development teams are speaking the same language, writing tests in a way that is easy to understand, having business-savvy developers and tech-savvy business analysts, paying down technical debt is a necessary and continual aspect of system design, the importance of prioritization, and making undefined requirements as configurable as possible.","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":"129305486","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}
What happens when you get Agilists together to build an organization within one of the most ill-reputed bureaucracies in the world? When the Project Management Institute chartered a component dedicated to Agile Project Management, it was a huge announcement. However, now the team had to deliver a fully functioning organization to support the Agile-minded members within PMI’smembership…and do so on schedule and under budget. How do we build a business plan? How do we execute a marketing effort? How do we plan a launch event? This paper will discuss how this all-volunteer distributed virtual team extended PMI’s reach using Agile.
{"title":"Growing PMI® Using Agile","authors":"Jesse Fewell","doi":"10.1109/AGILE.2009.54","DOIUrl":"https://doi.org/10.1109/AGILE.2009.54","url":null,"abstract":"What happens when you get Agilists together to build an organization within one of the most ill-reputed bureaucracies in the world? When the Project Management Institute chartered a component dedicated to Agile Project Management, it was a huge announcement. However, now the team had to deliver a fully functioning organization to support the Agile-minded members within PMI’smembership…and do so on schedule and under budget. How do we build a business plan? How do we execute a marketing effort? How do we plan a launch event? This paper will discuss how this all-volunteer distributed virtual team extended PMI’s reach using Agile.","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":"130321860","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, like most of the agile processes, was created with the software projects world pains in mind. However, more and more it’s getting clearer that those pains are not exclusive to the software world, and they are present in whatever projects where change is a constant. In the executive business world today, change is a constant, and be prepared to them is a must. This way, Scrum reveals to be an appropriate framework to be used in executive business teams once they start to work focused on ROI (Return On Investment) and in the business goals, acquire teamwork spirit, making strategy and execution nearer, improve continuously and deliver value quickly. In this work the author will talk about his experience on using Scrum with senior management and how the results supported Scrum promotion for other projects inside the company.
{"title":"An Executive Scrum Team","authors":"A. Figueiredo","doi":"10.1109/AGILE.2009.56","DOIUrl":"https://doi.org/10.1109/AGILE.2009.56","url":null,"abstract":"Scrum, like most of the agile processes, was created with the software projects world pains in mind. However, more and more it’s getting clearer that those pains are not exclusive to the software world, and they are present in whatever projects where change is a constant. In the executive business world today, change is a constant, and be prepared to them is a must. This way, Scrum reveals to be an appropriate framework to be used in executive business teams once they start to work focused on ROI (Return On Investment) and in the business goals, acquire teamwork spirit, making strategy and execution nearer, improve continuously and deliver value quickly. In this work the author will talk about his experience on using Scrum with senior management and how the results supported Scrum promotion for other projects inside the company.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"35 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":"132519273","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}
Literature has credited agile development practices with saving failing projects and helping with the success of many others. The projects of many agile success stories have similar characteristics – small teams, co-located, relatively free of reporting and governance constraints, etc. This paper presents experiences applying agile practices to large systems projects. The information was gathered from multiple large projects and covers practices that scaled successfully as well as those that did not. We present Agile development practices, the value they bring to both developers and business, and based on our experience, which practices successfully scale to large systems.
{"title":"Experiences Applying Agile Practices to Large Systems","authors":"H. Koehnemann, M. Coats","doi":"10.1109/AGILE.2009.59","DOIUrl":"https://doi.org/10.1109/AGILE.2009.59","url":null,"abstract":"Literature has credited agile development practices with saving failing projects and helping with the success of many others. The projects of many agile success stories have similar characteristics – small teams, co-located, relatively free of reporting and governance constraints, etc. This paper presents experiences applying agile practices to large systems projects. The information was gathered from multiple large projects and covers practices that scaled successfully as well as those that did not. We present Agile development practices, the value they bring to both developers and business, and based on our experience, which practices successfully scale to large systems.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"117 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":"126311144","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}
Success in adopting an agile culture depends on the organization’s ability to adapt, while at the same time establishing common objectives and principles across the organization. This experience report observes this theme via the lens of a project team at Liquidnet, specifically through the user experience group.
{"title":"Adopting an Agile Culture A User Experience Team's Journey","authors":"Lily Cho","doi":"10.1109/agile.2009.76","DOIUrl":"https://doi.org/10.1109/agile.2009.76","url":null,"abstract":"Success in adopting an agile culture depends on the organization’s ability to adapt, while at the same time establishing common objectives and principles across the organization. This experience report observes this theme via the lens of a project team at Liquidnet, specifically through the user experience group.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121237258","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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