An organization’s ability to make improvement, whether for greater agility or other goals, involves two components—a technical component and a people component. The technical component is generally logical, linear, and relatively straightforward, and the technical change agents are...
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.
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.
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.
As if releasing a quality software project on time were not difficult enough, poor management dealing with planning, people, and process issues can be deadly to a project. Presenting a series of anti-pattern case studies, Ken Whitaker describes the most common deadly habits-and ways to avoid them. These seven killer habits are mishandling employee incentives; making key decisions by consensus; ignoring proven processes; delegating absolute control to a project manager; taking too long to negotiate a project's scope; releasing an "almost tested" product to market; and hiring someone who is not quite qualified-but liked by everyone. Whether you are an experienced manager struggling with some of these issues or a new software manager, you'll take away invaluable tips and techniques correcting these habits-or better yet, avoiding them altogether.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style.
As engineers and doers, we make rational, well-thought-out decisions based on facts and figures. Or do we? Philippe Kruchten has identified not so rational strategies and tactics software people use while developing new, bold, and complex software-intensive systems. In addition to strategies such as divide-and-conquer, brainstorming, and reuse, Philippe has observed some strange tactics, biases, and reasoning fallacies. If not understood and managed, these “games”-intentional or not-can creep in and pervert the software development process. They go by simple, funny, and sometimes fancy names: anchoring, red herring, elephant in the room, argumentum verbosium, and others. Philippe shares an illustrated gallery of the games software people play and shows you how they combine to become subtle and elaborate political ploys.
Philippe Kruchten, Kruchten Engineering Services, Ltd.