Managing requires a different skill set from technical work, yet many companies promote their best technical workers to management positions. Here are some things to consider when it's time to promote your technical workers.
Although many of us want to use only agile practices, we often work alongside teams with strong waterfall traditions. If you’ve had trouble finding ways for your agile ideas to co-exist peacefully with traditional lifecycles, this session is for you. Jared Richardson describes key integration points between waterfall and agile teams, and demonstrates the best ways to work together-or to perform clean hand-offs, if necessary. He shows how to use adaptive planning while still providing accurate progress status to traditional PMO counterparts. Jared reviews popular agile practices and discusses how they best function in a hybrid environment. Together, you and Jared will build a common vocabulary, examine two project models-one traditional and one agile, and then combine them in a hybrid that keeps the best of both worlds.
If you long for greater agility in your process-oriented or CMMI world, this session is for you. Paul McMahon shares how organizations can integrate agile approaches with CMMI and its key process area requirements. He discusses the advantages and disadvantages of different approaches taken by two organizations-one a CMMI Level 3 and the other a Level 5-to embrace agile principles and practices. To ensure your organization doesn't jeopardize its CMMI compliance with agile methods, Paul shares an approach that uses techniques such as asking key questions to focus objectives, pruning your processes, using the CMMI less formally, and keeping your "must dos" packaged separately from guidelines. He describes and discusses examples of each technique. Learn why the two organizations took different approaches, why one achieved its goals, and why the other fell short.
If you live and work in a highly regulated environment (HRE)-medical devices, DoD and its contractors, nuclear energy, or other life-critical systems-this session is for you. For the past three years, the SEI has been researching agile and lean adoptions in the US Department of Defense. Suzanne Miller presents the organizational and cultural factors they identified as most important for development organizations to demonstrate when embarking on an agile adoption program. In the SEI's technology transition research, Suzanne and her team found that the more closely an organization meets the readiness and fit criteria, the more likely it is that the adoption will succeed. Suzanne discusses the risks and challenges that agile adoption presents to HREs, and presents ways to mitigate risks and overcome challenges.
Although all teams require a healthy level of interaction, high-performing teams' interactions are all based on trust, respect, and shared goals. Such teams find ways to overcome the fear of conflict, and quickly identify and resolve issues that are getting in the way. Scott Ross shares how, when the Omnyx software R&D department determined their culture was hindering performance, they crafted a core values statement that has served them well for the past three years. Scott describes the ways they proactively and intentionally use their value statement to drive the culture they seek and discusses the results they have achieved. Take back the list of resources that Scott uses daily to help himself and others see how their actions add to and take away from their core values.
What do poker, Greek oracles, an Italian mathematician from the Middle Ages, and the path of hurricanes have in common? Given the title of this presentation, chances are it has something to do with estimation, and you'll have to attend this session to get the full connection. Kent McDonald explores the challenges and realities of trying to estimate software-related knowledge work-analysis, testing, development, and the entire project effort. A major challenge is that there are no guaranteed ways to arrive at perfectly accurate estimates, which not surprisingly is why they are called estimates. Kent introduces and gives you a chance to practice quick and practical estimating techniques that will work in different situations-guesstimating, break it down and add it up, and planning poker.
Too often we focus only on the latest headline-grabbing processes and products. While recognizing that we must respond to ever-changing business needs, deep down we know we must live by a few absolutes as we approach our daily work. At the core is a standard of ethical conduct that we always uphold. With an ethical underpinning, we will earn the trust and respect of our peers and those we serve. Jackie Pulley presents a framework for professional ethics within the IT development profession, including key practices from her experiences gained during more than twenty years in IT software development. Drawing on the PMI ethics standards, her personal lessons learned, and conversations with other leaders, Jackie offers a thought-provoking session for C-Level executives, freshly degreed software developers, and everyone in between.
As I reflect on my struggles empowering teams to become self-managing, I am amazed that I didn't understand earlier. Things that seem so obvious after the fact are often difficult to acknowledge in the moment. I failed to recognize that my extensive experience with risk mitigation was preventing the team from taking risks. Tricia Broderick shares the lessons she learned in her journey from manager to leader. Join in and expect challenging self-reflection as you work with Tricia to recognize how your past successes can create limitations for your team. Learn about assumptions and expectations surrounding self-managing teams, common misunderstandings of what you need to do to empower a team, and the reasons why so many managers, despite their good intentions, fail. Leave with a goal to let go of certain skills that helped achieve your professional success.
Warning! Warning! Managing software projects may be accompanied by continued bouts of nausea-brought on by unmet expectations, process churn, late deliveries, and worse. In their attempt to conquer these problems, many managers stiffen their resolve, create stricter schedules, and install rigid processes to guide development from inception to production. Howard Deiner demonstrates that better results come from fundamental changes in the way managers and the organization approach problems. Drawing on W. Edward Deming’s "14 Obligations of Management," Howard reprises (with volunteers from the audience) Deming's famous Red Bead Experiment on its 30th anniversary and draws conclusions about how our approach to problem-solving affects our day-to-day work. Expect to get up on your feet and have a lot of fun "working" in a simulation of a modern workday environment, leading and managing the development efforts.
Development teams often fail to recognize the complex group interactions and multi-person relationships that are critical to build and maintain a highly productive team. Instead, they adopt follow-the-crowd practices such as stand up meetings or Kanban boards without understanding the underlying fundamentals. Michael Wolf introduces group interaction patterns of highly productive development teams to provide a framework for understanding group interactions and a vocabulary for discussing ways to improve. Michael demonstrates a simple tool-based on nine keystone patterns-that you can use to observe and understand your team members' interactions. He shares case studies that illustrate successes, failures, and turnarounds he's observed and explores how they relate to the different group interaction patterns.