Great Lakes Software Symposium
November 21 - 23, 2008 - Chicago, IL
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David teaches and coaches the adoption and improvement of agility as a delivery tool. His work includes helping companies of all sizes all over the world. Sometimes he is pairing with developers and testers, while other times he is helping to invent, evolve and plan the delivery of all types of products and projects. David also spends a great deal of time helping leaders at all levels find ways to pragmatically use agility to foster innovation.
Prior to working as a full time coach, David spent years building software in a variety of domains: digital audio, digital biometrics, medical, financial, retail, and education to name a few. David now leads DevJam, a company composed of agile collaborators. As mentors and practitioners, DevJam focuses on agility as a tool to help people and companies improve their software production skills. DevJam provides seasoned leaders that strive to pragmatically match technology, people, and processes to create better and cooler products in competitive cycles.
Along with teaching and coaching, David participates in conferences around the world. He is the recipient of the Agile Alliance, 2009 Gordon Pask Award. David continuously contributes to books and various publications.
For coaching information, presentations, and more, visit www.devjam.com
Being agile does not mean living life one iteration at a time. Agile projects without a long view can run into the common design problems of the past. Planning iteration by iteration is often foolish and feeds the myth that agile projects do not think beyond a few weeks. Successful agile projects plan within iterations and across iterations. The later planning is called release planning and it is the forum where agility first engages architecture and other cross cutting concerns.
Architects who think that agile projects evolve code one test at a time are only partially correct. Agile projects review and evolve architecture with unit tests, acceptance tests, architectural spikes, and continuous review of the system's ability to adapt and respond.
There is a home for architects and architecture on agile projects, and other traditional roles, but the there are some new variations. This session will talk about the relationship of agile methods and architecture and design and how they can work together to make stronger products and systems. The session will draw on information and anecdotes will come from projects of all sizes within companies of all sizes, including some large and complex systems.
Management and agility are not mutually exclusive. Many managers are already working in an agile manner as a means to improve, produce, or simply survive. Other managers hear about projects using agile methods and struggle to find a place in the project community.
This session provides a new way to think about managing projects. Some managers will find that their existing practices and skills are supported and enhanced by the forums and metrics provided within an agile project while others will be challenged by some of the principles and practices.
From product definition to project chartering to planning, estimating, and tracking, this session will discuss practices of agile managers working on agile projects of all sizes. The session will contains a collection of interactions meant to teach, challenge, and immerse you in the managing and leading an agile project.
Successfully coaching agile communities involves using a wide variety of skills. Coaches help guide coding and design, collaboration and communication, the writing and telling of user stories and much more. The coach needs to continuously show and teach the varied interactions that connect and support the entire project community.
This session will explore and teach coaching skills. The session will reference a wide variety of agile coaching as well as drawing from cross disciplinary techniques like those used by music producers to help foster creativity while helping to ensure products are delivered and challenges confronted.
We will discuss ways to help a community find their groove in the first few iterations and we will end by talking about techniques for keeping the groove alive past the first release and into the future of the project.
Some of the many areas that will be covered are: - Organizing and leading a chartering session - Creating a creative work space - Helping to write stories and build an initial backlog - Getting people talking and collaborating - Raising awareness with meaningful metrics and information radiators - Connecting with the difficult or uninterested players - Growing community coaches
Why should the value of test driven development (TDD) stay stuck in the realm of coding? The ideas behind TDD are now being successfully applied to the automation of business value. While this has been going on for some time within the agile community, it is not starting to spread to main stream development.
There are more tools are coming available everyday which allow developers, testers, and customers (or product owners) to work together to automate acceptance tests. This process helps clarify the needs of the end user before development begins and removes more of the wasteful work based on incorrect assumptions from vague requirements.
This session will talk about how to get people working together to automate acceptance testing. We will cover the creation of testable work units, like user stories, the collaboration around creating the initial acceptance tests, and several ways for various people in your project community to come together to automate acceptance tests and delivery more and better software.