Dagskrá Agile Ísland 2013
|8:30 - 9:00||Morgunmatur og innskráning|
|9:00 - 9:15||Setning ráðstefnu|
|9:15 - 10:15||Lykilræða: Stop Writing Software and Start Making Products
|10:15 - 10:30||Kaffi og spjall|
|10:30 - 11:15||Scaling agile from small startup through rapid growth
|11:15 - 12:00||The Mythical Product Owner, Implicit Design & Decision Fatigue
|12:00 - 13:00||Hádegismatur|
|13:00 - 13:45||Beyond Value Streams
|Real Architecture: Engineering or Pompous Bullshit?
|13:45 - 14:30||Coaching Teams Through Change
|Symbiotic Design Practice
|14:30 - 15:00||Kaffi og spjall|
|15:00 - 17:00||Opið rými (Open Space)|
|17:00 - 18:00||Drykkir og meira Opið rými :-)|
Lýsingar á fyrirlestrum
Stop Writing Software and Start Making Products
We keep using the word "product" in Agile development. Arguably the most critical role in process like Scrum is the product owner. Yet, the majority of software written isn't sold as a product. And, the organizations that create projects to build their software, they don't think of it as a product either. They create software that supports operations and extends services in banks, airlines, insurance companies, government, and tens of thousands of organizations who's primary business isn't selling their software. But, sadly the result of project thinking is often on time, on budget delivery of software that no one really values.
This talk is about the difference between product thinking and project thinking. It's about how product companies have continued to innovate product design processes to place more emphasis on faster learning to improves product success. It's about more traditional IT organizations shedding project language and thinking in favor of product-centric approaches. It's about practices that your organization can adopt that help place emphasis on building software that customers and users really value.
Since 2000, Jeff has designed and developed software on a wide variety of projects; from on-line aircraft parts ordering to electronic medical records. He has focused on Agile approaches since working on an early Extreme Programming team in 2000. In particular, he specializes in the application of user centered design techniques to improve Agile requirements, planning, and products. Some of his recent writing on the subject can be found at www.AgileProductDesign.com and Alistair Cockburn's Crystal Clear. His forthcoming book, to be released in Addison-Wesley's Agile Development Series, gives tactical advice to those seeking to deliver useful, usable, and valuable software.
Jeff is the founder and list moderator of the agile-usability Yahoo discussion group, a columnist with StickyMinds.com and IEEE Software, and a winner of the Agile Alliance's 2007 Gordon Pask Award for contributions to Agile Development. In 2012 he co-founded Comakers with his partner, Aaron Sanders. Comakers specializes in building skills in collaborative concepts and tools and liberating process so that the way people work, works.
Scaling agile from small startup through rapid growth
Over only a few years Spotify has grown from a small startup in Sweden to a pretty big company with more than 40 engineering teams in four different development offices on two different continents. And we have no intention of slowing down. Such rapid growth carries big challenges. How can we continue to improve our product at great speed, while growing the number of users, employees and supported platforms and devices? How do we stay lean and agile when we grow from a small startup to a big corporation? In this talk I will present how Spotify is addressing these challenges. I will talk about autonomy as a guiding principle, and how we have structured ourselves to support autonomy and create alignment throughout the organization.
Anders has been working as an Agile Coach at Spotify since 2011. His goal is to grow high-performing teams and to help them continuously improve and find better ways of working. He also strives to support the organization to improve and adapt to changes. Anders has written articles and presented at several conferences.
Real (Software and IT) Architecture: Engineering or Pompous Bullshit?
What should software architecture be? How is it related to major critical software qualities and performance, to costs and constraints? How do we decide exactly what to propose, and how do we estimate and prove it is justified. How can an organization qualify their own architects, and know the difference between the frauds and the experts? Would real architects recognize what software architects know and do?
We believe that most activity, going under the name architecture, is NOT real. Current software achitecture is no more real architecture than hackers are software engineers. If we are just informally throwing out nice ideas, let us call ourselves Software Brainstormers. But if we are dealing with large scale, serious, and critical systems, then we need to stop using cabin-building methods and start using skyscraper designing methods.
We need a serious architecture and engineering approach.
Tom Gilb together with Kai Gilb have, together with many professional friends and clients, personally developed the Agile methods they teach. The methods have been developed over five decades of practice all over the world in both small companies and projects, as well as in the largest companies and projects. Their website www.Gilb.com/downloads offers free papers, slides, and cases about Agile and other subjects.
There are many organisations, and individuals, who use some or all of their methods. IBM and HP were two early corporate-wide adopters (1980, 1988). Recently (2012) over 15,000 engineers at Intel have voluntarily adopted the Planguage requirements specification methods; in addition to practicing to a lesser extent Evo, Spec QC and other Gilb methods. Many other multinationals are in various phases of adopting and practicing the Gilb methods. Many smaller companies also use the methods.
Tom is the author of nine published books, and hundreds of papers on Agile and related subjects. His latest book ‘Competitive Engineering' (CE) is a detailed handbook on the standards for the 'Evo' (Evolutionary) Agile Method, and also for Agile Spec QC. The CE book also, uniquely in the Agile community, defines an Agile Planning Language, called 'Planguage' for Quality Value Delivery Management. His 1988 book, Principles of Software Engineering Management (now in 20th Printing) is the publicly acknowledged source of inspiration from leaders in the Agile community (Beck, Highsmith, and many more), regarding iterative and incremental development methods. Research (Larman, Southampton University) has determined that Tom was the earliest published source campaigning for Agile methods (Evo) for IT and Software. His first 20-sprint agile (Evo) incremental value delivery project was done in 1960, in Oslo.
Tom has guest lectured at universities all over UK, Europe, China, India, USA, Korea – and has been a keynote speaker at dozens of technical conferences internationally.
Nobody doubts that complexity is the enemy. As software architects we are up against an unrelenting entropic force. Successful engagement with such a formidable opponent demands taking the time to understand and characterise your adversary before planning the assault. By transforming data into knowledge, we gain power. And with sufficient power, we can prevail. Legacy software systems acquire an organic quality and as such they are amenable to analysis with the tools of the observational sciences - measurement and statistics. We accumulate a wealth of data during development which we can usefully mine from source control systems. Analysis of this data can direct preventative or remedial refactoring efforts to maximise their impact. I'll share experiences of extracting and analysing useful data from a large, high-value, legacy system undergoing active development, charting its history and renewal.
Coaching Teams Through Change
When you come to a conference like this, you pick up new ideas that you'd
like to try when you get back to work. However, you may feel like you hit
a brick wall when it comes persuading your team to try the idea out.
Resistance is very common in organisations large and small.
As an agile coach, Rachel has learned that forcing adoption of new
practice results in minimal compliance. Teams who don't want to be try the
new approach often fall back to old ways of doing things.
Come to get some tips for getting to the heart of resistance and how to
dissolve barriers to adopting new working practices. We'll also do some
practical exercises in Force-Field Analysis to generate ideas that get
your team moving in the right direction.
Rachel is co-author of the first Agile Coaching book and an invited speaker at industry conferences worldwide. Rachel started out as a programmer and spent a decade of writing C/C++ on large real-time and embedded projects. Design patterns lead her to eXtreme Programming (XP) and in 2000 she joined Connextra, one of the first teams applying this approach in London -- at last she was able to get her code out into the world! Rachel enjoyed the experience of working in an Agile team so much that she became an independent agile coach helping many companies to learn new approaches to developing software.
Last year Rachel was delighted to join Unruly Media as a full-time Agile Coach. Unruly is the leading global platform for social video marketing and our team has been applying eXtreme Programming (XP) from the start. As our company and customer base has grown, we've had to figure out how to make plans with stakeholders spread across US and Europe. We've also been growing our tech team so we can continue to develop new product offerings while improving our underlying infrastructure to handle a growing amount of traffic and data.
In her spare time, Rachel enjoys long walks in the countryside and learning to play Balinese Gamelan.
The Mythical Product Owner, Implicit Design & Decision Fatigue
- A voyage of survival and adaptation in an increasingly complex world
It's been 14 years since Kent Beck published 'Extreme Programming Explained: Embrace Change' (1999) and 12 years since Ken Schwaber published 'Agile Software Development with Scrum' (2001). I remember the era. The excitement of getting things done, challenging the status quo and building cross-functional teams that regularly delivered working software to people that actually cared. Those halcyon days of agile adoption seem a long time ago. Today we're faced with integrations between people and systems that present complexities that we've never seen before and are little equipped to deal with. This session explores some of the pains we've experienced while trying to reflect agile principles through our work, some of the key questions raised and some of the coping strategies, ideas and experiments we've come up with to survive, remain competitive and stay (somewhat) sane along the way. If you believe that there's more to agile than JIRA and unspecified organisational change then come along and get involved.
Co-founder of Energized Work, a consultancy and software development shop, Gus Power has 15 years experience in software development across a wide range of domains. He brings together systems-level thinking with an uncompromising test-driven approach.
In his spare time Gus can usually be found on a train, working on Grails plugins, doing various linux-y type stuff or putting together some blog entry he'll probably never post. When on terra-firma you'll probably find him enjoying a quiet pint somewhere, immersed in some Wii game or playing a few tunes on his gee-tar.
In this talk we will look at what Event Sourcing is as well as its pros and cons and why it is normally a business-based decision to use it, not a technical one. We will also get into where it may be applicable in many typical corporate settings, including for realizing the benefits of "polyglot data".
Greg Young coined the term "CQRS" (Command Query Responsibility Segregation) and it was instantly picked up by the community who have elaborated upon it ever since.
Greg is an independent consultant and serial entrepreneur. He has 10+ years of varied experience in computer science from embedded operating systems to business systems and he brings a pragmatic and often times unusual viewpoint to discussions.
He's a frequent contributor to InfoQ, speaker/trainer at Skills Matter and also a well-known speaker at international conferences. Greg also writes about CQRS, DDD and other hot topics on codebetter.com.
Symbiotic Design Practice
Over the past ten years, Agile has helped countless organizations deliver software, but is it the end of the road in terms of process? In this talk, Michael Feathers will describe practices which move Agile beyond its roots by taking the effects of process and organizational culture on code very seriously - squarely addressing the issues of feature readiness and technical debt.
Michael Feathers is an independent consultant. Prior to that, he was a member of the technical staff at Groupon and Chief Scientist of Obtiva. Over the past 15 years he has consulted with hundreds of organizations, helping them with general software design issues, process change, and code revitalization. Michael is also the author of the book "Working Effectively with Legacy Code" (Prentice Hall, 2004) and is a sought after presenter at national and international conferences.
Beyond Value Streams: Experimental Evolution in Action
In their desperate search for a viable business model, Lean Startup entrepreneurs treat "learning" as a true measure of progress, well above the number of features they develop or even the amount of customers they initially acquire.
In their path to continuous improvement, skilled A3 thinkers treat "learning" as a primary value too, well above the problems they try to solve.
As a change management approach, the Kanban Method creates the conditions for many learning opportunities as well. It specifically encourages to "Improve Collaboratively and Evolve Experimentally", a practice also fully embraced by what is now known as "Lean Change".
In this session, Claudio will share stories, workflows and practical thinking tools that illustrate how the act of deliberately capturing and evolving "learning streams" (as opposed to - or rather in addition to - the more conventional value streams) can lead to surprising consequences.
Claudio Perrone, aka Agile Sensei, is a well-known Lean & Agile management consultant, entrepreneur and startup strategist.
He is the creative force behind A3 Thinker, a formidable set of brainstorming cards and mobile solutions to systematically solve problems, develop the critical thinking skills of people and expand their circle of influence.
Claudio has been playing key roles in Lean & Agile transformations for global organizations as well as for some of the fastest-growing technology startups in the world.
Today, he integrates Lean & Agile product development, Lean Change and Lean Startup to help his clients converge to success.
Claudio is an award-winning international speaker who shares practical ideas with unique storytelling and illustration abilities.