Jean Tabaka passionately believes in highly interactive, collaborative conference experiences for helping people new to Agile embrace its practices. This ½ day tutorial drives a quick-paced set of 8 exercises for attendees working in small groups. From unranked backlog items, to fully tasked out stories, each exercise builds on the work of the previous exercise. Through these series of activities, attendees learn to collaborate and create great user stories that turn into tasks, estimates, and commitments. The tutorial ends with a retrospective of how to apply these practices in real life.
As more development teams adopt agile, product managers must change the way they work to keep up with faster development cycles and shorter customer feedback loops. Product managers new to agile soon realize that agile processes require more involvement from their group. Given that most product managers are already overworked, how can they manage these new activities to derive more value from software projects and products? I will share my experience transitioning to Agile, pitfalls to avoid and propose solutions to the new challenges that arise.
The biggest risk to most projects is building the wrong product. Regardless of how fast your agile team becomes, nothing matters if you’re building the wrong product.
In this tutorial we will look at both non-financial ways of both prioritizing product backlog items and choosing among competing project ideas. Included are relative weighting, theme screening, theme scoring, and Kano analysis. You will leave with hands-on experience in very practical ways to prioritize a product backlog.
In 2005, Microsoft’s DevDiv (with 2000 participants and 40 million lines of code) overhauled its engineering practices to improve agility, quality, and customer satisfaction. Four years into the journey, customer satisfaction has increased dramatically. Product quality improved 10x. Velocity improved 2x, with schedule time for major releases was cut by eighteen months and quarterly releases of “power tools” allowed incremental delivery to external customers. Practices that change include planning, org, quality gates, branching, testing, tooling, reporting, backlogs, transparency.
Many agile methodologies assume a customer (or product owner) walks into the room with a swack of money and a pile of story cards and tells the development team to start building the functionality described on the top few cards. This tutorial provides an overview of what needs to go on “behind the scenes” between when a project is conceived and when development can start in earnest. It identifies the artifacts that may need to be produced, whether and when they should be produced, which activities can be used to produce them and who should be involved in those activities.