In this tutorial, attendees will learn to factor their company's business needs into their existing Agile procedures, and management will learn how to begin the investigative work of determining how to streamline these requirements and activities so that they don't hamper the project.
Alfresco integrates easily with existing behaviors, is nimble enough to be adapted to fluid processes, facilitates project communication, and proactively provides the right information to the right people.
The purpose of this presentation is to learn how to plan Agile projects from product vision all the way to daily stand-up and to feel the effect when 100 people prioritize, estimate and commit the plans for a major delivery.
Rally's Hubert Smits provides a broad introduction to concepts of Agile software development and Agile methods. The talk is based on his experience as an Agile coach and Certified Scrum Master. Concepts that are known from waterfall or plan-driven development are transformed to an Agile perspective. Examples are release and iteration planning, progress reporting, meeting formats and scaling projects from 10 people teams to 300 people teams.
Identify the user. Identify the user's goals. Drill down to task level. Establish what the user knows. Identify what the user needs to know. Identify what the user should NOT know.
This presentation provides a broad introduction to concepts of Agile software development and Agile methods. The talk is based on the speaker's experience as an Agile coach and Certified Scrum Master. Traditional concepts from waterfall or plan-driven development are transformed to an Agile perspective. Examples are release and iteration planning, progress reporting, meeting formats and scaling projects from 10 people teams to 300 people teams.
When software development project teams move to Agile methodologies, they often leave project managers behind. Traditionally trained project managers are confused as to what their new roles and responsibilities should be in an environment that no longer needs them to make stand-alone decisions. This presentation focuses on re-defining the job of project manager to better fit the self-managed team environment, one of the core Agile principles. Special emphasis is placed on the shift to servant leadership, with its focus on facilitation and collaboration. Mapping of PMBOK knowledge areas to Agile practices is discussed at length. After reading this paper, project managers should have a better understanding of what changes they need to make professionally, and how to make these changes in order to survive the transition to an Agile software development approach.
The PubsTrac simulator is a new tool for teaching project management in a technical publishing context. It takes the form of a board game in which one or more people each manage one or more projects. Each project must progress through the many steps that make up a typical technical publication development project, and must deal with such problems as bad reviews, product redesigns, sick employees, and resource overloads. In this workshop, participants will actually experience PubsTrac in small groups.
In this presentation Ryan Martens and Luke Hohmann describe and show product owners how to think in terms of small, evenly spaced meals. They will introduce Agile principles, processes, tools and organizational structures that enable product owners to support their Agile development team's need for continuous, just-in-time elaboration of requirements and acceptance tests.
As Agile development teams gain success, the team's bottleneck moves up the food chain to product owners. To support rapid and iterative progress, development teams are demanding that product owners switch from traditional approaches of super-sizing long release cycles to a continuous flow of independent, negotiable and small, bite-sized morsels.
Come to terms with unavoidable human errors by freeing yourself of panic, discovering new ways to solve the problems caused, and devising new procedures to prevent future mistakes.
There are several reasons for the Information Process Maturity Model: moving beyond chaos; moving beyond the heroism of talented and dedicated individuals; moving toward a repeatable, reliable process.