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Friday, August 9 • 9:00am - 10:15am
Business Structures, Rewards, and Why Your Company is not Successfully Adopting Agile (Geri Winters)

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It’s clear that many companies have problems adopting Agile software development practices. Many very large corporations are optimized to support Waterfall development, and so the very structures of the company and its reward systems prevent the company from being able to adopt Agile. Business structures and practices that make Agile difficult to impossible include lengthy project funding cycles, heavy change control processes, a focus on projects rather than workstreams, silos, a high degree of employee specialization, matrix based staffing models, risks and controls defined around waterfall deliverables, facilities rules about moving furniture, and how work is accounted for, to name just a few.

When we reward people for becoming increasingly specialized, when we reward projects only for delivering on time and budget, then we make it difficult to impossible to implement some of the core Agile practices (co-location, dedication, responding to change, focus on business value). Introducing good software engineering practices to support Agile development, such as modular development, architectural practices, coding and programming standards, and Continuous Integration, can also be surprisingly difficult to implement because of specialization, a desire to not lay off people, confusion about how to promote and reward people, and even problems with accounting.

Different companies will have different answers as to how far they want to go along the Agile adoption curve. At the same time, we have to recognize that most major corporations will continue to do some work using Waterfall, and so the changes we suggest to support Agile cannot break Waterfall. What are some of the challenges of making the changes to better support Agile? If your company does A, and decides to change to B to better support Agile, what are some ideas for how you get from A to B and what are the potential impacts on the organization? Also, can you stop part way to B and still get benefit, or do you really have to go all the way.

This presentation will equip you with the knowledge you need to talk with your managers about whether to adopt Agile practices and how far you want to go in your Agile adoption.


Speakers
avatar for Geri Winters

Geri Winters

President/CEO, Lead Consultant, Wyyzzk, Inc.
When not being consulted for large scale Agile implementations or executive strategies, I can be found pursuing one of my other passions: Directing Musicals, Hypnosis, Direct Marketing, and - with my husband - mentoring young women in STEM, particularly our all girls FRC Robotics Team: Girls of Steel. FIRST Robotics rocks!


Friday August 9, 2013 9:00am - 10:15am
Governor's E

Attendees (5)