Imagine that you are responsible for driving a truck across America, along highways, through cities and around detours, dealing with whatever idiosyncrasies that weather and traffic might throw at you. Now imagine that your job is not to drive the truck, but program a computer to drive the truck for you. How would you go about turning over everything you know about driving to computer?
Trying to plan a large software development effort is not much different than trying to plan the development of a software package to drive a truck across America - without access to the truck. In software development, we have been asked to solve too many truck-driving problems. And when it turns out that we have been handed an impossible problem, it's usually the developers - not the process or the scale of the problem - that are held responsible for the failure. At its core, software development is the process of gradually finding ways to turn over more and more of what we know to computers so that we have more space left in our minds to discover ever more interesting things. This talk will look at successful development efforts on the scale of the truck-driving problem - the development of the Internet, for example - and offer a proven but neglected theory about how to develop complex software.
Mary Poppendieck has been in the Information Technology industry for thirty years. She has managed solutions in software development, supply chain management, manufacturing operations, and new product development. She spearheaded the implementation of a Just-in-Time system in a video tape manufacturing plant, resulting in dramatic improvements in the plant's performance. Mary's team leadership skills were honed in 3M, where new product development is a core competency. Her teams commercialized products with embedded software three times faster than normal, often partnering with small suppliers in the process. A popular writer and speaker, Mary's classes apply lean principles to Software Development problems and offer a fresh perspective on software development processes. Her book Lean Software Development: An Agile Toolkit was awarded the Software Development Productivity Award in 2004. Abstract Beyond Agile Software Development: Becoming Lean Lean thinking has had a dramatic effect on industries from manufacturing to banking to hospitals. In software development, lean principles lead us inevitably to agile software development - and beyond. Lean is not just about iterative development, it is about transforming customer needs into deployed software rapidly, reliably, and repeatedly. Lean is not about slowing down and being careful, it's about catching errors the moment they occur so that you can reliably go fast. And finally, lean is about taking a look at the amount of work you have piled up in lists and queues - with an eye to getting rid of the queues entirely. This presentation deals with aspects of lean that you might not have thought about while implementing agile software development practices. It will challenge development teams to think differently about the way they approach their work. Level The talk will be appropriate for any level. Outline Principles of Lean Just-in-Time - What does this mean in software development? Stop-the-Line - How does this actually work? Whole Team, Complete Product What is a value stream? What is a team? Go Fast Why Quality, Speed, and Low Cost go together How Queuing Theory works in software development.
Project anti-patterns. How to make your project fail— Why do 66% of all IT projects fail, 20% go over time and budget?! With over 20 years of IT experience, Sander Hoogendoorn talks about project anti-patterns stereotyping them as Titanic projects, Golf course projects and many more. Very enjoyable presentation.
Scrum in practice for non-believers— So why did Scrum change the way we do projects and will probably change the way you will do projects? We would like to answer this question in this session where we will share our experience in introducing the Scrum framework at Tourism Flanders seen from different viewpoints.
The Software Factory— The term software factory is controversial. But think about it... No industry has experienced more innovation than the factory industries. On the contrary, the key to meeting demand is to stop wasting talents of skilled developers on rote and menial tasks...
Evolving Agile— We are now facing critical issues which until now many within the agile community have preferred to avoid talking about. Activities such as modeling, documentation, exploratory testing, and database development must become more explicit within our methodologies. We need to find ways to fit into IT governance frameworks, process maturity frameworks, and regulatory guidelines.
SOA methodolology— A major complaint in IT and business organizations is that they don't have a common basis from which to have discussions. One talks technology and the other talks financials and goals, in between lies a lot of confusion. In 2005, Capgemini contributed a business centric SOA methodology to OASIS in the hope of fostering a movement away from technical SOA towards business centric SOA, and it remains the only publicly available SOA methodology in that space. This presentation covers that methodology, how to apply it to businesses, how to use it to better understand where technology investment should be made, but most importantly to understand how the business operates and IT's role in helping the business achieve its goals.
