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Linda Rising, Independent Consultant |
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Those who attend conferences or read books and articles discover new ideas they
want to bring into their organizations—but they often struggle when trying
to implement those changes. Unfortunately, those introducing change are not always
welcomed with open arms. Linda Rising offers proven change management strategies
to help you become a more successful agent of change in your organization. Learn
how to plant effective seeds of change and identify what forces in your organization drive
or block change. In addition to using these approaches to change your organization,
you can use them to become a more effective person. Come and discuss your organizational
and personal change challenges. Linda shows how the lessons from her book, Fearless
Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome
adversity to change and to celebrate your improvement successes along with your
organization’s new found practices.
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Linda
Rising has a Ph.D. from Arizona State University in the field of object-based
design metrics and a background that includes university teaching and industry work
in telecommunications, avionics, and strategic weapons systems. An internationally
known presenter on topics related to patterns, retrospectives, and the change process,
Linda is the author of Design Patterns in Communications, The Pattern Almanac
2000, A Patterns Handbook, and co-author with Mary Lynn Manns of Fearless
Change: Patterns for Introducing New Ideas. Find more information about Linda at
www.lindarising.org. |
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This “on-your-feet” tutorial
guides project managers, agile coaches, and Scrum Masters in how to apply facilitation
techniques and tools to support collaborative decision making. These practices are
critical for agile planning, daily interaction, and reviews of agile software development
projects and teams. Jean Tabaka shows why agile teams require a collaborative style
of decision making rather than classic command-and-control approaches. Practice
planning for agile meetings and kicking off those meetings to ensure that the attendees
are truly engaged and results-oriented. Find out about tools to help teams gather
the important insights and wisdom necessary to attain the sustainable agreements
in their agile projects. Learn ways to deal with conflict that occurs when many
opinions and recommendations arise, and help teams inspect and adapt their agile
processes collaboratively. Along the way, you will discover what must change within
your organization to successfully apply collaboration, especially with large and
distributed agile teams.
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Jean Tabaka is an Agile
Mentor and Coach with Rally Software Development. In addition to being a Certified
Scrum Trainer and Practitioner, she is also a Certified Professional Facilitator.
Her unique blend of passions and skills has been applied in a variety of organizations—large
and small, co-located and distributed—eager to adopt the best of agile and
bring out the best in their teams. Author of the Agile Software Development
Series book Collaboration Explained, Jean holds a Masters in Computer Science from
Johns Hopkins University. When not sharing her agile passion with clients, she resides
in beautiful Boulder, Colorado.
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Michael Mah, QSM Associates, Inc. |
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Frequently, schedules and deadlines all too often are dictated
to software development teams. When this happens, what is a manager to do? Michael
Mah addresses the key issues in deadline-driven projects—estimation and risk
management. Employing industry data from more than 7,000 completed projects worldwide,
Michael describes how different software projects—agile development, waterfall
development, and package implementations—behave in unique and interesting
ways when a deadline is imposed. Using case studies from leading companies, Michael
illustrates how to estimate and commit to a reasonable project scope in the face
of aggressive deadlines. Find out how to “triage” the amount of functionality
you can deliver within an imposed deadline and deal methodically with the inevitable
project trade-offs. Develop a core set of estimation metrics that will help you
avoid common scheduling traps.
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Laptop Required |
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To take full advantage of this tutorial, participants should bring a laptop computer
for data capture and estimation calculations.
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Michael
Mah is director of the Benchmarking Practice, an author with the Cutter
Consortium, and managing partner of QSM Associates, Inc., specializing in software
measurement and project estimation. Michael has written extensively and consulted
with the world’s leading software organizations, while collecting data on thousands
of projects worldwide. Michael’s book-in-progress, Optimal Friction,
examines the dynamics of teams under time pressure and its role in contributing
to success and failure. He lives in the mountains of western Massachusetts with
his two young children. Michael can be reached at www.qsma.com. |
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Timothy Korson, Korson Consulting |
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“Pure” agile development uses story cards to scope
and organize customer needs. Each story is described in a sentence or two with details
filled in through conversations. Because there are no written requirements that
contain enough information for independent test teams to create comprehensive test
suites, testers find themselves in a difficult position. In some agile philosophies,
testers must create test cases directly from discussions with clients. In effect,
the test cases become the only detailed requirements. Eliciting test requirements
directly from stakeholders requires that testers learn a new set of skills and practices.
In addition to explaining how to effectively create system test cases from stories
and stakeholders, Tim Korson examines unit, component, increment, and regression
test development as parts of a comprehensive testing process within an agile development
environment. Tim presents test automation strategies and tools that agile testers
are successfully using today.
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Tim
Korson has a decade of experience working on a large variety of systems
developed using modern software engineering techniques. This experience includes
distributed, real-time, and embedded systems as well as business information systems
in an n-tier, client-server environment. Tim’s typical involvement on a project
is as a senior management consultant with additional technical responsibilities
to ensure high quality, robust test and quality assurance processes and practices.
He has authored numerous articles and co-authored the book Object Technology
Centers of Excellence. |
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Rebecca Wirfs-Brock, Wirfs-Brock Associates |
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Objects are more than simple bundles of logic and data—they
are service-providers, information-holders, coordinators, controllers, and interfacers
to other systems. Rebecca Wirfs-Brock discusses how objects play specific roles
and occupy well-known positions in an application’s architecture. Each object
must know and do its part! Role stereotypes—think of them as purposeful oversimplifications—are
a fundamental way of seeing objects’ responsibilities. Learn and practice
practical responsibility-driven design techniques to enhance your design process
and design thinking. Experience the latest in Class Responsibility Collaborator
(CRC) modeling, object identification and naming, object role stereotypes, control
style design, collaboration trust regions, and contracts. Find out how responsibility-driven
design thinking can enhance your design and development practices.
Delegates should be familiar with object-oriented
technology and object concepts. Some experience with object design and programming
languages is a plus.
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Rebecca
Wirfs-Brock, design columnist for IEEE Software, is a well-known object
practitioner who invented the way of thinking about objects known as responsibility-driven
design. Through her writing, teaching, consulting, and speaking, Rebecca popularizes
the use of informal techniques and practical thinking tools for designers, architects,
and analysts. She teaches courses on responsibility-driven design, practical UML,
developing and communicating software architecture, and agile design skills. Rebecca
regularly mentors teams on use case writing, design, architecture, and managing
incremental, iterative object-technology projects. Rebecca is the author of
Object Design: Roles, Responsibilities, and Collaboration. |
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Richard Bender, Bender RBT |
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In this process-oriented class—geared
to business analysts, designers, programmers, testers, technical writers, and users—Richard
Bender teaches a powerful and practical method for ensuring that requirements specifications
are clear, concise, and unambiguous. Learn how to verify that requirements are written
at the correct level of detail needed by designers, developers, and testers. Because
this level of detail must be discovered one way or another, this process does not
add any additional overhead to the effort and costs of developing requirements specifications.
In fact, by eliminating ambiguous requirements early in development, you can save
time, reduce confusion, and avoid unnecessary re-work. In this hands-on workshop,
learn the ambiguity review process and how to quickly identify ambiguities in specifications
in any format. Eliminate unnecessary complexity from your requirements documents
and help your team develop and test applications more quickly and more effectively.
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Richard Bender has more than thirty-five years of
experience in software with a primary focus on quality assurance and testing. He
has consulted internationally for large and small corporations, government agencies,
and the military on applications that run the gamut from finance, billing, and manufacturing
to medical, transportation, and communications—to prison management and weather
forecasting. Richard teaches a series of courses on the techniques for practical,
rigorous requirements-based testing, code-based testing, and writing testable requirements. |
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Linda Westfall, The Westfall Team |
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Linda Westfall offers a practical process
for establishing and tailoring a software metrics program that focuses on business
goals and information needs. Learn a practical, start-to-finish method of selecting,
designing, and implementing software metrics. Linda outlines a “cookbook method”
you can use to simplify the journey from conceptual software measurement and metrics
to valuable information summarized and delivered to management. Utilize the Goal/Question/Metric
paradigm to select metrics that align with the organizational, project, and process
goals. Walk through the steps for designing important metrics—standardizing
entity and attribute definitions, choosing measurement functions, establishing measurement
methods, defining decision criteria, designing reporting mechanisms, and determining
additional qualifiers. Find out who should collect the data, what data to collect,
and how to collect it. Learn to consider the human issues of implementing a measurement
system and the metric do’s and don’ts that Linda has discovered over
many years of helping people with their metrics programs.
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Linda Westfall is the president of The Westfall
Team, which provides software engineering, quality and project management consulting,
and training services. Prior to starting her own company, Linda was
senior manager of quality metrics and analysis at DSC Communications, where her
team designed and implemented a corporate-wide metrics program. An ASQ Certified
Software Quality Engineer, Linda has more than thirty years of experience in real-time
software engineering, quality, and metrics. A past chair of the ASQ Software Division,
Linda Westfall has served as the Software Division’s Program Chair and Certification
Chair and on the ASQ National Certification Board. |
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Ken Pugh, IT communication |
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All projects, whether agile or traditional,
need requirements. Ken Pugh explores the differences between agile and traditional
requirements by interactively creating a set of agile-style requirements. These
requirements are developed through progressive elaboration—rather than the
big-bang, big-document approach. Ken first examines with you how stakeholders and
requirements gatherers interact and communicate in an agile environment. Students
will create a charter for a project that defines the overall scope and participate
in a story-gathering workshop to create an initial set of stories. Learn when and
how to revise stories by chunking and de-chunking to ensure that the requirements
fulfill the characteristics of good stories. Explore user roles, personas, and narratives
to determine additional stories. Practice prioritizing the requirements and estimating
their business value to help in that prioritization. At the end of the session, students
will begin constructing use cases and acceptance tests to add details to the requirements.
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A fellow consultant with Net Objectives, Ken Pugh ([email protected]) consults, trains, mentors, and testifies on technology topics ranging from object-oriented design to Linux/Unix to the system development process. He has written several programming books, including the Jolt Award winner Prefactoring and has served clients from London to Sydney. When not computing, Ken enjoys snowboarding, windsurfing, biking, and hiking the Appalachian Trail. |
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Mike Cohn, Mountain Goat Software |
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Scrum is one of the leading agile software development processes.
Over 30,000 project managers have become certified to run Scrum projects. Since
its origin on Japanese new product development projects in the 1980s, Scrum has
become recognized as one of the best project management frameworks for handling
rapidly changing or evolving projects. Especially useful on projects with lots of
technology or requirements uncertainty, Scrum is a proven, scalable agile process
for managing software projects. Through lecture, discussion and exercises, Mike
Cohn covers the basics of what you need to know to get started with Scrum. You will
learn about all key aspects of Scrum including product and sprint backlog, the sprint
planning meeting, the sprint review, conducting a sprint retrospective, activities
that occur during sprints, measuring and monitoring progress, and scaling Scrum
to work with large and distributed teams. Also covered are the roles and responsibilities
of the ScrumMaster, the product owner, and the Scrum team. This session will be
equally suited for managers, programmers, testers, product managers and anyone else
interested in improving product delivery.
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Mike Cohn is the founder of Mountain Goat
Software. Mike specializes in helping companies adopt and improve their use of agile
processes and techniques to build extremely high performance development organizations.
He is the author of Agile Estimating and Planning and User Stories Applied for Agile
Software Development, as well as books on Java and C++ programming. With more than
20 years of experience, Mike has previously been a technology executive in companies
of various sizes, from startup to Fortune 40. He has also written articles for Better
Software magazine, IEEE Computer, Software Test and Quality Engineering, Agile Times, Cutter
IT Journal, and the C++ Users' Journal. Mike is a frequent speaker at industry conferences
and was a founder of both the Agile Alliance and the Scrum Alliance. He is a Certified
Scrum Trainer and a member of the IEEE Computer Society and the ACM. |
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David Spann, Agile Adaptive Management, Inc. |
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You’ve been asked to write a job
description and announcement for a lead position on your agile team. Although you
know that the person must be familiar with the technology and agile methodologies,
you are struggling to define the behavioral characteristics of the “right”
person for the job. How do you find and develop leaders for your agile development
team? What behaviors make one person a success and another an out-and-out failure?
David Spann presents the eight key attributes—the top three: strategic, consensual,
and empathetic—he discovered in a role expectations survey of agile practitioners
and consultants. Help yourself, your team, and your organization understand these
behaviors and enhance the search for people to fill agile leader roles. Use these
same behavioral traits and proven staff development techniques to help grow your
existing team.
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A senior management consultant in
Park City, Utah, David Spann focuses on strategic
planning, team building, executive coaching, and training to help organizations
become more agile and adaptive. David helped host the first Agile Software Development
conference in 2002 and co-hosted the Agile Executive Summit (2003-2005). He teaches
the only MBA course on adaptive project management in the US and is a Certified
Professional Facilitator (CPF) and an Assessor for the CPF exam. In his spare time,
David enjoys life—teaching, hiking, singing, and skiing in Park City.
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Behavior-driven development (BDD) is
a new evolution in agile software delivery. With its roots in test-driven development,
domain-driven design, and automated acceptance testing, BDD enables teams to deliver
valuable software more quickly. It puts the tester at the heart of the delivery
process rather than in the usual position at the end, squashed against the deadline.
Dan North introduces the principles behind BDD and demonstrates how it works in
practice by looking at the roles and interactions within a development team. Learn
to capture requirements and deliver working, tested software that will wow the customer.
See a live demonstration of BDD showing how the various roles in a BDD team work
together to deliver the right software. Anyone involved in getting software delivered—analysts,
developers, and testers—will benefit from this session.
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Dan North has been writing software for more than fifteen years and is a principal consultant
with ThoughtWorks. He spends his time helping teams become more effective at delivering
software and presents at conferences, such as JAOO, Agile, and OOPSLA on topics ranging
from learning theory to development methodologies. He has published articles in
the Java Developers' Journal, Better Software magazine, CIO newsletters,
and the DSDM Consortium. |
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Andy Hunt, The Pragmatic
Programmers |
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Software development happens in your head—not in an editor,
IDE, or design tool. We're well educated on how to work with software and hardware,
but what about wetware—our brains? Join Andy Hunt for a look at how the brain
really works (hint: it’s a dual processor, shared bus design) and how to use
the best tool for the job by learning to think differently about thinking. Andy
looks at the importance of context and the role of expert intuition in software
development. Learn to take advantage of pole-bridging and integration thinking.
Compare different laterally-specialized functions, including synthesis vs. analysis
and sequential processing vs. pattern-matching. Discover the one simple habit that
separates the geniuses from the "wannabes." Andy helps you discover how
to learn more deliberately by managing your knowledge portfolio. Explore practical
learning techniques including mind maps, reading techniques, situational feedback,
and how best to cope with the torrent of new information that assaults each of us.
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In the industry since the early 1980s,
Andy Hunt is one of the seventeen founders of the Agile Alliance, which launched
the Agile Manifesto and the agile movement. Andy is a programmer, consultant, author,
publisher, and co-founder of the Pragmatic Bookshelf. He co-authored the best-selling
book The Pragmatic Programmer and five others, including the recent award-winning
Practices of an Agile Developer. At conferences and private corporations throughout
the US and Europe, Andy is a frequent speaker on topics ranging from software development
to management and cognition. When not working, Andy is an active musician composing,
recording, and playing trumpet, flugelhorn, and piano. |
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Todd Little, Landmark Graphics Corporation
Kent McDonald, Knowledge Bridge Partners |
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Yogi Berra is quoted as saying, “It is difficult to make
predictions, especially about the future.” Effective management of a software
portfolio is a challenge that many companies ignore, avoid, or fail to follow through
with because it is too difficult. In this hands-on session, Todd Little and Kent
McDonald run a simulation of an online gambling company’s software portfolio.
Todd and Kent provide an overview of some basic product and portfolio management
guidelines and then introduce the simulation game in which participants make decisions
about what investments the company should make in its software. Through the instruction
and the simulation, learn about product, project, and portfolio management issues,
including business strategy, investment return, constraint management, technical
and market uncertainty, and project complexity. Find out what it takes to optimize
overall return on your software investments.
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Todd Little is a senior development manager for Landmark
Graphics Corporation. For more than twenty-five years, he has been involved in almost
all aspects of software development with a focus on commercial software applications.
Todd is on the Board of Directors for the Agile Alliance, a co-author of the
Declaration of Interdependence for Agile Project Leadership, and a founding member
and current president of the Agile Project Leadership Network (APLN). Todd
is a well-known speaker and writer on software engineering topics, including business
value, uncertainty, complexity, and leadership.
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A business systems coach with more than a decade of experience,
Kent McDonald has successfully guided projects
and designed business solutions in the financial services, health insurance, performance
marketing, human services, non-profit, and automotive industries. His background
includes delivering data-intensive and Web-enabled application development projects
that provide outstanding business value. He has coached client staff to help teams
reach project goals more productively and effectively. Kent is a sought after speaker,
writer, and coach on project leadership, business analysis, and delivering business
value through projects. He is the current President of the Agile Project Leadership Network (APLN).
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Pollyanna Pixton, Accelinnova |
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There’s no doubt about it—agile has gone mainstream.
Short delivery iterations give organizations the means to incorporate change safely,
reach go/no-go decisions early, and discover realistic team velocities. Managers
can better determine if market windows can be reached—thus placing successful
products in customers’ hands. What if the ground beneath the project team
is changing rapidly even as it is trying to make progress? Pollyanna Pixton shares
a collaboration model and iterative delivery process that will help you succeed,
even in unstable conditions. She shares her ideas on creating an open environment,
identifying the talent the team needs, managing risks, and creating team ownership
to ensure great results. Among the skills you need are a collaborative, transparent
leadership style; an approach to positively influence outcomes; collaborative communication—and
then the knowledge of when to stand back and let things happen. Leave this session
with some keys to successfully lead agile project teams—even in the midst
of chaos.
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An international collaborative leadership expert,
Pollyanna Pixton developed the models for collaboration and collaborative
leadership through her thirty-five years of working inside and consulting with corporations
and organizations. She helps companies create workplaces where talent and innovation
are unleashed—making them more productive, efficient, and profitable. Pollyanna
is a founding partner of Accelinnova, president of Evolutionary Systems, director
of the Institute for Collaborative Leadership, and co-author of forthcoming book,
Stand Back and Deliver, A Leader's Guide to the Agile Enterprise due out in November
2008. She co-founded the Agile Project Leadership Network (APLN) and chaired the
Agile 2006 Leadership Summits in London and Minneapolis. Contact her at
[email protected].
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Robert Galen, Robert
Galen Consulting Group |
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Nothing feels worse than when your team works their hearts out
on a project only to have it fail to meet the customer’s needs and quality
targets at the end of the project. So much focus is typically put on the beginning
of a project that we fail to realize how important ending well can be. Bob Galen
shares tools and techniques he’s used to successfully deliver on the promises
of his projects. There’s no magic involved. Instead, Bob explores how to plan
an iterative model for testing in your endgame; create dynamic release criteria
and connect them to your requirements and to the reality of the project; manage
change control in agile and non-agile environments; handle defects; winnow down
change via several code freeze models; and finally, define core metrics for guiding
your project towards release. Software endgames are also focused toward your team.
Bob wraps-up the session with a set of powerful patterns that help you engage your
teams within the endgame scenario.
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The director of Product Development
and Agile Architect for ChannelAdvisor, Bob Galen
has held director, manager, and contributor level positions in both software development
and quality assurance organizations. He is a Certified Scrum Master Practicing (CSP),
Certified Scrum Product Owner (CSPO), and an active member of the Agile Alliance
and Scrum Alliance. Bob authored Software Endgames – Eliminating Defects,
Controlling Change, and the Countdown to On-Time Delivery. Bob may be reached at
[email protected]
or at
www.rgalen.com.
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Hubert Smits, Rally
Software Development
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Hubert Smits has created a large-scale project for this session
in which students will use agile methods to create a plan. By working together in
small teams, you learn the planning process for large agile projects, experience
real-life examples, and apply your new knowledge immediately. As a starting point
for the exercise, Hubert provides a description of a product that you are to develop.
Work in your group to develop a program strategy for the new product. Create the
product vision, the product roadmap, the backlog of product features, and the release
plan. This exercise simulates the experience of working in a low-tech, high-collaboration
style and allows you to experience the impact of agile practices on you and your
team.
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Hubert Smits is an
agile coach, working for Rally Software Development in Boulder, Colorado. In this
role he travels the world to support organizations in the implementation of agile
methods. He works with teams to train them during the implementation cycle, facilitates
planning meetings, and coaches executive teams in the management of the new approach
to software development. A Certified ScrumMaster and Scrum Trainer, Hubert has authored
papers on Scrum implementations (“The CIO Playbook of Implementing Scrum”
with Ken Schwaber) and planning in agile projects (“Five Levels of
Agile Planning”). |
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Rob Myers, Net Objectives |
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“Velocity” is an oft-misunderstood agile term. Developers
worry they’re being evaluated based on this number. Managers want to know
how it can be increased. The team’s definition of velocity—explicit
or implicit—affects the way the team estimates stories, plans iterations,
and tracks progress. The definition of velocity must be consistent and agreed upon;
otherwise, planning efforts quickly unravel. Using a monetary metaphor, Rob Myers
illustrates how to use velocity in iteration planning. In this simulation, you’ll
experience a non-technical agile iteration planning session that concretely demonstrates
how velocity works. Learn about estimation techniques such as “planning poker”
and try out this valuable, rapid-estimation technique based on story-complexity.
See how Big Visible Charts reveal the team’s progress through an iteration
or release and discuss what to do about vacations, meetings, sick days, and surprises.
Rob discusses the “Four Variables” of software development and what
to do when the answer to “Are we on schedule?” is “No.”
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Rob Myers has over
twenty years of professional experience in software development, including projects
for industry leaders in medical, aerospace, and financial services. In the late
1990s, Rob became an eXtreme Programming coach and traveled throughout the country
assisting teams with agile software development practices and object-oriented design
techniques. Rob brings to the classroom his passion for Lean software development,
team development, and sane work environments. He currently teaches Test-Driven Development
and Refactoring, Effective .NET, and a new Test-Driven ASP.NET course. |
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Robert Galen, Robert
Galen Consulting Group |
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Agile methods bring wonderful dynamics
to software projects—focus on the team, quality-driven development, business
value connected by customer engagement, and embracing change—leading toward
vastly improved project performance. However, most agile projects are developed
within a wider enterprise context that is still waterfall-bound. For the product
to be released successfully, you must deal with many other factors. Bob Galen shares
his “enterprise extensions” for agile releases including methods for
integrating agile teams within a more traditional PMO structure. He discusses iteration
models for extending agile testing across the enterprise in regulated and other
heavyweight testing environments. See examples of “agile release train”
planning dynamics when integrating releases across multiple agile teams. Learn how
to develop iteration release criteria and metrics that drive improved quality and
visibility throughout your enterprise. Take away new tools and techniques for making
agility work within your enterprise and ensuring that your agile products
release successfully.
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The director of Product Development
and Agile Architect for ChannelAdvisor, Bob Galen
has held director, manager, and contributor level positions in both software development
and quality assurance organizations. He is a Certified Scrum Master Practicing (CSP),
Certified Scrum Product Owner (CSPO), and an active member of the Agile Alliance
and Scrum Alliance. Bob authored Software Endgames – Eliminating Defects,
Controlling Change and the Countdown to On-Time Delivery. Bob may be reached at
[email protected]
or at
www.rgalen.com. |
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Paco Hope, Cigital |
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Unfortunately, security is an afterthought for most software
development projects. As with any aspect of high quality software, you achieve the
best results in security when you consider it early in the lifecycle—when
you establish the customer and business requirements. What are good security requirements
and how do you write them clearly and in a way that is testable? Paco Hope explains
the differences between standard functional requirements and security requirements
and describes what to look for when developing security requirements for your application
systems. Find out the different techniques you can use to generate and capture robust
security requirements in mission-critical applications—abuse cases, misuse
cases, and anti-requirements. See examples of written security requirements to learn
the characteristics that make them good—or bad. In a mocked-up system you
will practice writing security requirements to augment existing functional requirements.
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A managing consultant at Cigital,
Paco Hope has more than twelve years of experience
in software and operating system security with areas of expertise in software security
policy, code analysis, host security, and PKI. Paco has worked significantly with
embedded systems in the gaming and mobile communications industries and has also
served as a subject matter expert on issues of network security standards in the
financial industry. Prior to joining Cigital, he served as director of product development
for Tovaris, Inc., and head systems administrator in the Department of Computer Science
at the University of Virginia. Paco is co-author of Mastering FreeBSD and
OpenBSD Security. |
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James McCaffrey, Volt
Information Sciences, Inc. |
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A growing trend in managing software development projects is
the use of lightweight metric-based techniques. These techniques are easy to compute
(using only a calculator), easy to understand, and often associated with agile software
development. In this hands-on session, James McCaffrey describes how and when to
use these simple but powerful quantitative methods to improve software projects
of any type, size, or complexity. James discusses the Minimax Regret and Expected
Value criteria for decision making in the face of uncertainty. He helps you understand
and interpret critical path metrics and related concepts, including Early Start,
Fast Tracking, Crashing, and Float Time. Learn to use a Risk Analysis Matrix to
prioritize software quality assurance activities and improve your estimating using
the Beta distribution statistic. Practice calculating and interpreting some basic
financial and scheduling metrics you can put to use immediately.
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James McCaffrey manages
technical training for software engineers working at Microsoft's campus in Redmond,
Washington. He has worked on several Microsoft products, including Internet Explorer
and MSN Search. James is the author of .NET Test Automation Recipes and is
a contributing editor of Microsoft's MSDN Magazine. He holds a doctorate in
Research Methodology from the University of Southern California and an MS in Information
Systems from Hawaii Pacific University. James can be reached at [email protected]. |
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Pollyanna Pixton, Accelinnova |
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Tired of your senior leaders not “getting” what
you, as the project manager, are doing on your agile projects? As a PM, how can
you convince your organization’s senior leaders that you need help or more
resources? As a senior leader, do you sometimes wonder what your PMs are really
doing on their projects? And, if they need your help, how would you know? Pollyanna
Pixton offers practical techniques that PM and senior leaders can use to eliminate
these disconnects. Take away new strategies that leaders and PMs can employ to support
and help one another successfully—without rescuing each other. Among other
vexing issues, Pollyanna addresses what to communicate, what to expect from each
other, how to read progress, and how to get stalled projects moving. Put your new
skills to work immediately when you get back to the office.
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An international collaborative leadership
expert, Pollyanna Pixton developed the models
for collaboration and collaborative leadership through her thirty-five years of
working inside and consulting with corporations and organizations. She helps companies
create workplaces where talent and innovation are unleashed—making them more
productive, efficient, and profitable. Pollyanna is a founding partner of Accelinnova,
president of Evolutionary Systems, director of the Institute for Collaborative Leadership,
and co-author of forthcoming book, Stand Back and Deliver, A Leader's Guide
to the Agile Enterprise due out in November 2008. She co-founded the Agile Project
Leadership Network (APLN) and chaired the Agile 2006 Leadership Summits in London
and Minneapolis. Contact her at
[email protected]. |
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Michele Sliger, Sliger
Consulting |
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Saying the right thing at the right time can be difficult. Many
of us find ourselves wishing we had some magic phrases that would make difficult
conversations easier and more productive. Build your toolkit full of just the right
phrases, the perfect questions, and the best ways to start, guide, and end discussions.
Whether you’re a manager, an engineer, or a tester, you can benefit from learning
new and more open ways to exchange ideas—after all, to get better software
we have to have better communication. Join Michelle Sliger for this interactive
session, where you’ll have ample opportunity to try these phrases in simulations
with your colleagues in an environment that’s safe for learning and experimentation.
Find out how to stop a pontificator, keep meetings on track, disagree without shutting
down the discussion, deliver feedback, say “no” politely yet firmly,
and encourage further dialog. Discover how to pack your discussion toolkit with
what you need to keep conversations going in the right direction.
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For
the past eight years—of her more than twenty years in software development—Michele Sliger has been embracing change with agile
methodologies. Coauthor of the forthcoming book The Software Project Manager’s
Bridge to Agility and a self-described “bridge builder,” her passion
lies in helping those in traditional software development environments cross the
bridge to agility. Michele consults to businesses ranging from small start-ups to
Fortune 500 companies, helping teams with their agile adoption and organizations
with the changes that agile adoption brings. A regular contributor to StickyMinds.com,
Michele is a certified Project Management Professional (PMP)� and a Certified Scrum
Trainer (CST). She can be reached at
[email protected]. |
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Johanna Rothman, Rothman
Consulting Group
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If you’ve been managing projects for a while, you may
not understand how an agile project works or your role in it. If you’re accustomed
to predicting the schedule, assigning the work, and tracking a Gantt chart, you
may be puzzled by how to use empirical data to know the project’s progress,
having people self-assign work, and your new role as coach and facilitator. Without
a Gantt chart, you may be perplexed and not know how to answer your management’s
question, “When will you be done?” Agile projects provide the project
manager (and any other manager) more useful information than a serial-lifecycle
project. Yet, it’s difficult for many project managers to make the transition
to agile because they don’t know what they can or should do. In this experiential
tutorial, Johanna Rothman uses a small problem to practice working on an agile project.
Practice collecting the data—both quantitative and qualitative—that
tells you how the project and the team are progressing. Learn how to assess the
project’s true state and be able to tell management when you will be done.
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Johanna Rothman helps managers define and solve problems. She assists managers, teams, and organizations to become more effective. Johanna has helped engineering organizations, IT organizations, and startups hire technical people, manage projects, and release successful products faster. Johanna is the author of Manage It! Your Guide to Modern Pragmatic Project Management and Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People, and coauthor with Esther Derby of the pragmatic Behind Closed Doors, Secrets of Great Management. Johanna is a host and session leader at the Amplifying Your Effectiveness (AYE) conference. |
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