Impact of Agile in Software Development Organizations
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This document discusses the impact of agile methods in software organizations. It begins with a brief history of software and computing. It then explains the key principles of the agile manifesto, including valuing individuals and interactions, working software, customer collaboration, and responding to change. The document contrasts traditional predictive models with agile adaptive approaches and describes how scrum and other agile methods are implemented in organizations.
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Impact of Agile in Software Development Organizations
- 1. Impact of Agile in (software) organizations Asunción, 2 de octubre de 2014 Alvaro Ruiz de Mendarozqueta
- 2. Impact of Agile in (software) organizations LIDICALSO Laboratorio de Investigación y Desarrollo en Ingeniería y Calidad de Software LIDICALSO http://www.institucional.frc.utn.edu.ar/sistemas/lidicalso/ Departamento de Ing. en Sistemas de Información UTN FRC
- 3. Álvaro Ruiz de Mendarozqueta aruiz@sistemas.frc.utn.edu.ar aruizdemendarozqueta@fundacionsadosky.org.ar skype: alvaro.rdm http://www.slideshare.net/AlvaroRuizdeMendaroz
- 4. History
- 5. 5 Analytical Engine 1837
- 6. 6 Eniac 1946 19000 electronic valves
- 7. 7 Don Manuel Sadosky Manuel Sadosky UBA
- 8. Clementina 1961 4,5 M USD UBA
- 15. Other technologies powered by Software
- 16. BMW 2006
- 17. Autonomous 2014
- 18. Bionic leg
- 19. Bionic hand
- 20. Exoskeleton
- 21. Drone
- 22. Mini drone
- 23. Robots
- 24. Medical robot
- 25. Microchip for taking pictures inside veins
- 26. In Argentina
- 27. Google Glass
- 29. SARA
- 30. SAC-D Aquarius
- 31. AR-Sat 1
- 32. Capitán Beto
- 33. High speed Mendieta UNC
- 34. CIAA
- 35. Energy
- 36. Radar
- 39. They don’t work without software
- 40. Size?
- 41. Pulqui II No software 1950
- 42. Airbus 100 M LOC 10.000 A4 paper block
- 43. Software as an added value component
- 44. Software Tech A Tech B Tech C
- 45. Earnings 68% BOM Cost 31% Manufacturing cost 1% Iphone 5 16 GB 649 USD 8 USD !
- 46. CHAOS Report 2009 Standish Group Success?
- 47. Agile Paradigm for software development
- 48. Based on plan Fixed Requierements Estimated Resources Calendar Tradicional approach
- 49. Based on value Features Resources Calendar Estimated Agile approach Fixed
- 50. Based on plan Fixed Requierements Resources Calendar Estimated Features Resources Calendar Baded on value Traditional Agile
- 51. Manifesto for Agile Software Development http://agilemanifesto.org/
- 52. A B C Individuals and interactions over processes and tools Manifesto Value more
- 53. Working software over comprehensive documentation Manifesto Value more
- 54. Customer collaboration over contract negotiation Manifesto Value more
- 55. Responding to change over following a plan Manifesto Value more
- 56. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. principle #1 Agile Manifesto http://agilemanifesto.org/
- 57. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage http://agilemanifesto.org/ Agile Manifesto principle #2
- 58. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. http://agilemanifesto.org/ Agile Manifesto principle #3
- 59. Agile in a nutshell
- 60. Traditional
- 61. Agile
- 62. Predictive Adaptative Concept Product Calendar c1 p1 c2 p2 pn cn Calendar
- 63. Requierements Design Construction Test Product Feature Design Code Test Product time Feature Design Code Test Product Feature Design Code Test Product
- 65. Scrum
- 66. Work in short cycles Management doesn’t interrupt the team Team reports to the client, not the manager Team estimates how much time work will take The team decides how much work it can do in an iteration scrum
- 67. The team decides how to do the work in the iteration The team measures its own performance Define work goals before each cycle starts Define work goals through user stories Systematically remove impediments scrum
- 68. Agile looks like
- 69. 69
- 70. Branch schema
- 73. 73
- 74. 74
- 76. SPI using CMMI
- 77. Start Establish goals and assess improvement needs Assess the company using CMMI model Plan the improvements What should we do
- 78. Establish CMMI level Start in level 2 and follow a recipe What happens
- 79. Focus
- 80. Focus
- 81. 1 2 3 Implementation order
- 82. Take several months Written processes rather than improvements Lack of tools
- 83. Rigid model interpretation Using recipes without context and team analysis Too detailed processes
- 84. SPI perception
- 85. Agile?
- 86. + Challenges
- 87. New roles Product Owner Scrum Master Developers Specialist (also developers)
- 89. el enfoque predictivo limita ciclos de aprendizaje capacidad de adaptación generación de valor Functions and flat structures
- 90. Annual initiatives clashes Scrum as a management tool JIT training per work cycle Automation
- 91. Real improvements per work cycle Culture HR Managers
- 92. Traditional Customer Analyst Designer Programmer Tester Communication in Waterfall
- 93. Customer Team member Team member Team member Team member Communication in Agile
- 94. Gap
- 95. Be agile