Conference Presentations

Lean Framework, Agile Principles, and CMMI®

Many large software development organizations, which have discovered that they must become more agile to compete, frequently ask Dan Rawsthorne, "What does 'big' scrum look like?" Because no two organizations are alike, this simple question does not have a simple answer. There are, however, some common patterns that emerge in organizations that have implemented "big" scrum. Dan Rawsthorne presents the Product Owner Team pattern that allows the organization to handle agility up and down its hierarchy. Dan discusses cross-cutting teams that handle issues the formal hierarchy can’t properly address-for example, architecture and usability teams. He recommends creating an Integration and Evaluation (I&E) team to provide a natural home for test specialists to perform usability testing, pre-release validation, and performance testing.

Dustin Potts, Nationwide Insurance
Cautionary Tales from Failed Scrum Adoptions

Although Scrum has become an integral software project management tool in many organizations, not all adoptions have gone well-or as well as they could have. By examining the business, technology, and cultural issues that block successful Scrum adoption, Rob Sabourin offers you the knowledge and tools you need to get the most out of your Scrum practices. Explore with Rob the organizational issues that he's encountered-inability to overcome corporate inertia and internal resistance to change-and bring your own experiences to share. In addition to organization issues, some teams fail due to internal issues-the absentee product owner that allows teams to run amok, lack of tester involvement in sprint planning, failing to understand product priorities, and more. Learn how wedging old metrics programs into new Scrum frameworks distorts management's perception of progress and productivity.

Robert Sabourin,
Beyond a Scrum of Scrums: Scaling Up Agile with Kanban

Backlogs, story point planning, sprints, and retrospectives-Scrum describes processes that work well at the team level. But more is needed to integrate multiple scrum teams that must work closely together. Although the traditional response is to hold daily Scrum of Scrum meetings, planning and executing multi-team, multi-sprint efforts require more coordination and defined practices than a Scrum of Scrums offers. Gil Irizarry describes how his organization combined the best of Scrum and Kanban to manage large development efforts. They evolved better estimation techniques for the bigger picture and learned why and how to establish different classes of service for projects. Discover where continuous integration and deployments fit into the picture and some of the missteps encountered before employing Scrum and Kanban together.

Gil Irizarry, Constant Contact Software
The Secrets of Scrum Success: What the Books Don't Tell You

You've heard the hype about Scrum: 300% increases in productivity, huge reductions in defects, happy employees, and delighted customers. You wonder-is this really possible just by holding daily stand-up meetings and having something potentially shippable at the end of each sprint? Mitch Lacey shares the mostly untold secrets that make these kinds of results not only possible but likely. He explains critical Scrum practices-promiscuous pairing, refactoring, continuous integration, and more-and reveals why it's crucial to define what "done" really means for your team and stakeholders. Discover what the books don't tell you but you've begun to suspect: Just following the rules is not enough. If you are doing Scrum already and are struggling to move beyond your initial set of practices, or if you're making some progress and want to accelerate your results, make sure to attend this session.

Mitch Lacey, Mitch Lacey and Associates, Inc.
The Battle of Scrum vs. Kanban

Over the past ten years, Scrum has become the leading project management approach in agile development. Now, there’s a new kid on the block-Kanban. Devotees of each approach emphasize their fundamental differences, debating pros and cons of one versus the other. Recognizing that their principles and practices are not utterly dissimilar, Jean Tabaka leads an open discussion about Scrum and Kanban approaches. For instance, both approaches create high project visibility and work in smaller increments than traditional development. And yet, each approach emphasizes its principles that influence which practices and measures guide the team and its organization. Scrum uses a Burndown Chart for visibility on progress; Kanban tracks work-in-process (WIP) as one of its tools for progress visibility. Is one better than the other? Or more importantly, when is one better than the other?

Jean Tabaka, Rally Software Development
Boundary, Authority, Role and Task (BART) Analysis

If your Scrum practices-or any agile processes-aren't working as effectively as they might, this class may be just what you need! When teams have trouble executing their work processes, the root cause is often ambiguous definitions of boundary, authority, role, or task-what Dan Mezick calls BART definitions. Although the Scrum framework, effectively implemented, provides excellent BART definitions and structure, sometimes theory and practice don't match. Dan describes how agile teams can employ BART analysis to uncover organizational problems that impact group performance. With a detailed BART analysis, you can identify and isolate effective ground rules for interactions among group members. These ground rules positively impact behavior and foster cultural improvements. In a lively discussion format, Dan introduces the fundamentals of BART analysis and applies it to Scrum.

Dan Mezick, New Technology Solutions
Scrum: The Basics

Too many software projects spend too much time and money delivering too little, too late. Projects drag on for months, either thrashing from the chaos of ever-changing requirements or rigidly rejecting legitimate changes. If they deliver at all, they deliver products with too few features and too many bugs. Customers blame developers for not meeting their commitments. Developers blame customers for not knowing what they want. Dale Emery presents the better way-Scrum-a simple approach for managing complex projects. Scrum succeeds by breaking the development process into monthly or daily-or shorter-delivery cycles. Within every monthly cycle, a Scrum team plans, develops, and delivers new features with high quality and high business value. Every day, the team reports progress and coordinates its work. Scrum builds rapid action-oriented feedback into every step, guiding the team to stay on track.

Dale Emery, DHE
Are You a Develoment Professional?

The past decade brought the rise of the Agile movement, which split into two parts-Scrum, dominating the project management practices of agile; and XP, dominating its technical practices. Of the two, Scrum has had the greater impact as the industry quickly grasped its team-based benefits. During the rapid adoption of Scrum, technical practices were not being ignored. Programmers were gradually adopting XP and related development practices. In 2008, the Software Craftsmanship movement was founded as evidenced by the Manifesto for Software Craftsmanship. Driven by the tremendous improvement in programming accuracy and style that comes from agile principles and practices, this movement strives to "raise the bar" of professionalism and quality in the software industry. We can-and must-choose the disciplines, attitudes, and practices that comprise our profession, and then we must live within those bounds.

Robert Martin, Object Mentor
Chartering the Course: Guiding Exploratory Testing

Charters help you guide and focus exploratory testing. Well-formed charters help testers find defects that matter and provide vital information to stakeholders about the quality and state of the software under test. Rob Sabourin shares his experiences defining different exploratory testing charters for a diverse group of test projects. For example, reconnaissance charters focus on discovering application features, functions, and capabilities; failure mode charters explore what happens to applications when something goes wrong. In addition, you can base charters on what systems do for users, what users do with systems, or simply the requirements, design, or code. Rob reviews key elements of a well-formed testing charter-its mission, purpose, focus, understanding, and scope. Learn how to evolve a test idea into an exploratory charter using examples from systems testing, Scrum story testing, and developer unit testing.

Robert Sabourin,
Testers and Testing in the Agile Development

You have heard about agile software development techniques such as eXtreme Programming (XP), Scrum, and Agile Modeling (AM). The industry is buzzing with everything from "this is the greatest thing ever" to "it's just hacking with a fancy new name." Comments like "there is no place for testers because developers and users do the testing now" and "testers play an important role in the agile methods" are both common. Scott Ambler, an early proponent of the agile movement, explains the fundamentals, values, and principles of agile development. He describes a range of agile techniques and explores many myths and misconceptions surrounding agility. Agile software development is real, it works, and it may be an important part of your future in testing. Better testing and improved quality are critical aspects of agile software development, but the roles of traditional testers and QA professionals on agile projects remain unclear.

Scott Ambler, Ronin International, Inc.


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