Sessions at GOTO Amsterdam 2011 about Agile on Friday 14th October

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  • Agile: Stop Pushing Scrum

    by Michael Franken

    We're seeing too many pitiful implementations of Scrum. Cases where Scrum is viewed as a set of simple practices, which are imposed on the development team. Without any connection to the business and no urge to serve customers early and continuously through valuable software. By playing a game 'live on stage' and explaining how to use Lean's pull system, we're making a point to use Scrum with more guts, more fun, more impact and more results! When time allows we'll show a very successful large scale Scrum implementation in the Netherlands.

    Keywords: Scrum, Lean, Fun, Game, Agile, Results
    Target audience: All Managers, their managers and everyone reporting to managers.

    At 10:20am to 11:10am, Friday 14th October

  • Agile: It's more than just the language

    by Lucio Ferrao

    Business wants to "get things done", while IT struggles with maintenance, integration, scalability, security, and lack of resources. Learn how a visual language can help IT become more responsive and support this tremendous demand for change. But a cool language is only a starting point. You also need an integrated environment that supports the full life-cycle of application development - it’s not just about fast coding, it’s about changing and delivering at the speed of business.

    Keywords: Visual Language, knowledge transfer, integrated development environment, application life-cycle, productivity, enterprise

    Target audience: developers and IT managers looking for enterprise development tools and languages, business users who like Access and Excel

    At 11:30am to 12:20pm, Friday 14th October

  • Agile: Fractal TDD. Using tests to drive system design

    by Steve Freeman

    We present our experience applying Test-Driven Development (TDD) at all levels of the development process. TDD at the class level is now well understood (if not always well practiced). We find that the benefits we get from writing tests first and using them to drive design apply at the system level too. That's why we try to address integration and system testing as early as possible. The sooner the system is in a deployable state, the better equipped we are to react to changing business needs by delivering new features.

    Our experience is that putting testing at the front of our development process, and paying attention to what we learn from them, flushes out architectural issues such as concurrency and distribution. The result is systems that are easier both to maintain and to support. We can also avoid some of common testing pitfalls, such as unreliability, slow execution, and brittleness.

    At 1:20pm to 2:10pm, Friday 14th October

  • Agile: When the pressure is really on: A 'rough & ready' application of Lean & Kanban in the iPlayer division of the BBC

    by Katherine Kirk

    How a small IPTV team at BBC iPlayer used Lean principles and elements of Kanban for their rapid and successful response to a fast paced, very demanding live release schedule for the v2 device customisation programme.

    Keywords: Agile, Lean, Kanban, BBC, Workflow Visualisation, Continuous Improvement, Process, Delivery, Team Transformation, Empowerment
    Target Audience: This experience report would suit those interested in how others in large organisations have handled software delivery improvement in difficult situations - such as project managers, delivery managers, scrum masters, product managers, and tech leads who are involved in and/or responsible for workflow efficiency/effectiveness.

    At 2:30pm to 3:20pm, Friday 14th October

  • Agile: Lessons for Lean and Agile Software Management

    by Dave Thomas

    The principles of Lean and Agile software are short, clear and straightforward. Increasingly both small high performance organizations and large enterprises frustrated by the lack of impact transitioning to Agile. Too often euphoric Lean and Agile aspirations quickly turn into a few standardized practices/tools enshrined across the organization with more dogma than some of the BigM methods they were intended to replace. The recent negative reaction to Kanban and relative ignorance of Cumulative Flow Diagrams illustrates the failure of many Agilists to embrace even simple change. In other cases managers maintain waterfall and Agile “accounting” rather than think through how to properly report progress to their organization.

    In this talk we step back and look at a few of key management principles Embrace Change, Sustainable Pace, and Visualize Flow which are essential for a lean and agile software organization. We discuss examples of how successful managers employ these ideas to realize systemic continuous improvement yielding mire flexible, transparent and productive organizations.

    At 3:50pm to 4:40pm, Friday 14th October