Experience reports are written by agile practitioners to share their project stories with the wider agile community. Our authors explain - what they tried, how their teams battled with obstacles along the way and summarize their lessons learned. You will find that reports presented here offer unique insights on how agile methods can be applied in a variety of challenging industrial contexts and you will hear personal perspectives on how well agile approaches work in the real world.
{"title":"Introduction: Experience Reports","authors":"R. Davies, Angela Martin","doi":"10.1109/AGILE.2007.35","DOIUrl":"https://doi.org/10.1109/AGILE.2007.35","url":null,"abstract":"Experience reports are written by agile practitioners to share their project stories with the wider agile community. Our authors explain - what they tried, how their teams battled with obstacles along the way and summarize their lessons learned. You will find that reports presented here offer unique insights on how agile methods can be applied in a variety of challenging industrial contexts and you will hear personal perspectives on how well agile approaches work in the real world.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125400079","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}
One of the core principles behind the Agile Manifesto is that of working at a sustainable pace over time. Having gone through the roller coaster of traditional software development approaches, this would be a welcome change. In the first three months of our project, however, we found ourselves unable to break the habit of burning ourselves out as each milestone approached. In an attempt to maintain working at a sustainable pace, we chose to experiment with the principles documented by Arlo Belshee in his paper "Promiscuous Pairing and Beginners Mind: Embrace Inexperience". We thought seeking Beginners Mind was the solution. What ensued was not what any of us expected. This paper is a snapshot in time, encompassing the month after the team returned from the Agile 2005 conference. This is our story and learnings.
{"title":"Adventures in Promiscuous Pairing: Seeking Beginner's Mind","authors":"M. Lacey","doi":"10.1109/AGILE.2006.7","DOIUrl":"https://doi.org/10.1109/AGILE.2006.7","url":null,"abstract":"One of the core principles behind the Agile Manifesto is that of working at a sustainable pace over time. Having gone through the roller coaster of traditional software development approaches, this would be a welcome change. In the first three months of our project, however, we found ourselves unable to break the habit of burning ourselves out as each milestone approached. In an attempt to maintain working at a sustainable pace, we chose to experiment with the principles documented by Arlo Belshee in his paper \"Promiscuous Pairing and Beginners Mind: Embrace Inexperience\". We thought seeking Beginners Mind was the solution. What ensued was not what any of us expected. This paper is a snapshot in time, encompassing the month after the team returned from the Agile 2005 conference. This is our story and learnings.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126943731","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}
College instructors are incorporating agile methods into their courses throughout the curriculum. Industrial trainers are focusing on effective ways of introducing agile techniques to their clients. We now have a significant amount of experience from which to draw upon for adding agile to our courses. This panel brings together four experienced teachers of agile methods to present their most effective techniques for teaching one or more agile practices to their class members. Each panelist will present a 10-15 minute mini-lecture and explain why they find it to be their most effective. After the presentations there will be a half hour question-and-answer period with time for discussions with the panelists. Audience members will be encouraged to discuss their experiences with the type of teaching presented by the panelists, and share their own favorite techniques.
{"title":"Give It Your Best Shot: Favorite Lectures from Agile Teachers","authors":"Joseph T. Chao, G. Pollice","doi":"10.1109/AGILE.2006.32","DOIUrl":"https://doi.org/10.1109/AGILE.2006.32","url":null,"abstract":"College instructors are incorporating agile methods into their courses throughout the curriculum. Industrial trainers are focusing on effective ways of introducing agile techniques to their clients. We now have a significant amount of experience from which to draw upon for adding agile to our courses. This panel brings together four experienced teachers of agile methods to present their most effective techniques for teaching one or more agile practices to their class members. Each panelist will present a 10-15 minute mini-lecture and explain why they find it to be their most effective. After the presentations there will be a half hour question-and-answer period with time for discussions with the panelists. Audience members will be encouraged to discuss their experiences with the type of teaching presented by the panelists, and share their own favorite techniques.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125088577","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}
There is a class of projects that can only be accomplished via agile practices due to their complexity and risks. It is rare for such a project to be staffed with newbies but it happened, and this paper tells the story. It is also rare for an agile project to have substantial hard numbers to tell its story but this one does. This paper presents detailed metrics from a three year long agile project where a newly formed development team produced a new embedded software product from scratch. The team experimented with various agile practices while recording data on bug rates, bug root causes, code size, schedule compliance, and labor expended. Although most of the team members lacked important technical skills for this work, they outperformed far more experienced teams. The natural learning environment and safety net that agile provides allowed them to learn fast while keeping them from serious mistakes.
{"title":"Embedded Agile Project by the Numbers With Newbies","authors":"Nancy Van Schooenderwoert","doi":"10.1109/AGILE.2006.24","DOIUrl":"https://doi.org/10.1109/AGILE.2006.24","url":null,"abstract":"There is a class of projects that can only be accomplished via agile practices due to their complexity and risks. It is rare for such a project to be staffed with newbies but it happened, and this paper tells the story. It is also rare for an agile project to have substantial hard numbers to tell its story but this one does. This paper presents detailed metrics from a three year long agile project where a newly formed development team produced a new embedded software product from scratch. The team experimented with various agile practices while recording data on bug rates, bug root causes, code size, schedule compliance, and labor expended. Although most of the team members lacked important technical skills for this work, they outperformed far more experienced teams. The natural learning environment and safety net that agile provides allowed them to learn fast while keeping them from serious mistakes.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126355757","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}
I love stories. I love hearing them; I love telling them. Stories connect me to ideas in a way that dry recitals of facts and findings never could. Perhaps its my love of stories that makes the experience reports track my favorite at conferences. A great experience report is a story: a personal account of what somebody experienced while trying an idea. Of course, theres more to an experience report than a story. Experience reports are grounded in facts. Theyre reported by people working on real projects under real constraints. Their stories tell us what they tried, what worked out... and what didnt. If experience is the best teacher, then perhaps these reports are the second-best teacher. We have an excellent program this year. We received nearly 100 proposals. Whittling the proposals down to the final 30 reports was a grueling process. Our 16-person review committee didnt just read every proposal; we personally conducted a phone interview with the primary author of every proposal. Once the papers were accepted, each paper was our experienced reviewers.
{"title":"Introduction: Experience Reports","authors":"James Shore","doi":"10.1109/AGILE.2006.36","DOIUrl":"https://doi.org/10.1109/AGILE.2006.36","url":null,"abstract":"I love stories. I love hearing them; I love telling them. Stories connect me to ideas in a way that dry recitals of facts and findings never could. Perhaps its my love of stories that makes the experience reports track my favorite at conferences. A great experience report is a story: a personal account of what somebody experienced while trying an idea. Of course, theres more to an experience report than a story. Experience reports are grounded in facts. Theyre reported by people working on real projects under real constraints. Their stories tell us what they tried, what worked out... and what didnt. If experience is the best teacher, then perhaps these reports are the second-best teacher. We have an excellent program this year. We received nearly 100 proposals. Whittling the proposals down to the final 30 reports was a grueling process. Our 16-person review committee didnt just read every proposal; we personally conducted a phone interview with the primary author of every proposal. Once the papers were accepted, each paper was our experienced reviewers.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125254580","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 2006, the Agile Conference series maintains its international leadership in research on agile software development methods, techniques, and tools. This year, 41 papers were submitted - nearly twice as many as in 2005. After an intensive review and discussion process, the research track program committee accepted 17% of the papers as long papers and an additional 10% percent of the submissions as short papers. Long papers report on finished research and underwent a scientifically rigorous review process. Short papers are reporting on work on progress and innovative ideas and were evaluated based on their novelty and their potential future impact. The competitive review process resulted in an excellent selection of reports on advanced agile methods research. The accepted papers are covering a wide variety of topics, ranging from investigations of earned value reporting in agile project management, over testbased specifications and refactoring to cognitive aspects and reflections on agile approaches.
{"title":"Agile 2006 Research Papers","authors":"F. Maurer, Grigori Melnik","doi":"10.1109/AGILE.2006.12","DOIUrl":"https://doi.org/10.1109/AGILE.2006.12","url":null,"abstract":"In 2006, the Agile Conference series maintains its international leadership in research on agile software development methods, techniques, and tools. This year, 41 papers were submitted - nearly twice as many as in 2005. After an intensive review and discussion process, the research track program committee accepted 17% of the papers as long papers and an additional 10% percent of the submissions as short papers. Long papers report on finished research and underwent a scientifically rigorous review process. Short papers are reporting on work on progress and innovative ideas and were evaluated based on their novelty and their potential future impact. The competitive review process resulted in an excellent selection of reports on advanced agile methods research. The accepted papers are covering a wide variety of topics, ranging from investigations of earned value reporting in agile project management, over testbased specifications and refactoring to cognitive aspects and reflections on agile approaches.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116560676","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 Educators' Symposium brings educators from both academia and industry together to share their ideas, experiences and techniques in teaching agile methods. The objective is to provide a collaborative venue with various activities to facilitate exchanges. The Symposium this year will be a full-day event including a keynote, paper presentations, a workshop, and a panel discussion.
{"title":"Educators' Symposium Overview","authors":"Joseph T. Chao","doi":"10.1109/AGILE.2006.23","DOIUrl":"https://doi.org/10.1109/AGILE.2006.23","url":null,"abstract":"The Educators' Symposium brings educators from both academia and industry together to share their ideas, experiences and techniques in teaching agile methods. The objective is to provide a collaborative venue with various activities to facilitate exchanges. The Symposium this year will be a full-day event including a keynote, paper presentations, a workshop, and a panel discussion.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116683651","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 development practices respect tacit knowledge, makes communication more effective, and thus fosters the knowledge creation process. However the current agile methods, like XP, are focused on practices that individual teams or projects need, and the use of the methods in organizations consisting of multiple cooperating teams is difficult. The community of practice theory suggests that large agile organizations should have various overlapping, informal cross-team communities. This paper studies three agile methods developed at Nokia that use facilitated workshops to solve multiteam issues. The paper explains using communities of practices theory - why these methods work in multiteam settings. The results of this paper suggest that workshop practices that amass people from different parts of organizations to perform a specific well-defined task can be used effectively to solve issues that span over multiple teams and to build up communities of practice. This result suggests that the community of practice concept could provide a basis for adapting agile methods for the needs of large organizations.
{"title":"Agile Methods for Large Organizations - Building Communities of Practice","authors":"Tuomo Kähkönen","doi":"10.1109/ADEVC.2004.4","DOIUrl":"https://doi.org/10.1109/ADEVC.2004.4","url":null,"abstract":"Agile development practices respect tacit knowledge, makes communication more effective, and thus fosters the knowledge creation process. However the current agile methods, like XP, are focused on practices that individual teams or projects need, and the use of the methods in organizations consisting of multiple cooperating teams is difficult. The community of practice theory suggests that large agile organizations should have various overlapping, informal cross-team communities. This paper studies three agile methods developed at Nokia that use facilitated workshops to solve multiteam issues. The paper explains using communities of practices theory - why these methods work in multiteam settings. The results of this paper suggest that workshop practices that amass people from different parts of organizations to perform a specific well-defined task can be used effectively to solve issues that span over multiple teams and to build up communities of practice. This result suggests that the community of practice concept could provide a basis for adapting agile methods for the needs of large organizations.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2004-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116156989","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}
Manager as Scrum Master? You can not do that! It goes against the conventional wisdom, which assumes command and control managers cannot lead and coach as Scrum Masters. However, as an important aspect in Agile change, self-managing means a management transformation from command and control to leading and coaching. This experience report will explain how one large-scale organization adopted Agile over three years, with the focus on the evolution of Scrum Master and manager role and the way they work together. It describes how the change regarding self-management was introduced and adapted, then how we have tried to sustain the change by creating consistency between the values and principles behind Agile into the organization and the management capability to practice them.
{"title":"Manager as Scrum Master","authors":"Yi Lv","doi":"10.1109/AGILE.2011.8","DOIUrl":"https://doi.org/10.1109/AGILE.2011.8","url":null,"abstract":"Manager as Scrum Master? You can not do that! It goes against the conventional wisdom, which assumes command and control managers cannot lead and coach as Scrum Masters. However, as an important aspect in Agile change, self-managing means a management transformation from command and control to leading and coaching. This experience report will explain how one large-scale organization adopted Agile over three years, with the focus on the evolution of Scrum Master and manager role and the way they work together. It describes how the change regarding self-management was introduced and adapted, then how we have tried to sustain the change by creating consistency between the values and principles behind Agile into the organization and the management capability to practice them.","PeriodicalId":306025,"journal":{"name":"Agile Conference","volume":"7 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":"126451946","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：