16%
• Changing Requirements lack of user involvement
Source: CHAOS Report, Standish Group, 1994
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software Development, 2001
The risks of Agile Software Development, IEEE Software, 2016
Type of Risk Organizations experiencing
issue %
Technical Debt 23 82
Separation of development and
IT operations 21 75
Lack of knowledge retention 20 71
Under standardized project
management tools 17 61
Increased defects in new ASD
teams 13 46
• Interaction new bottleneck
Agile Infrastructure, Debois, 2008
executor
Problems cannot be solved with the same mind set that created them.
• The Product Owner is the sole person responsible for managing the Product Backlog.
• No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.
The Scrum Guide, K. Schwaber, J. Sutherland, 2016
• The Product Owner is the sole person responsible for managing the Product Backlog.
• No one is allowed to tell the Development Team to work from a different set of requirements, and the Development Team isn’t allowed to act on what anyone else says.
The Scrum Guide, K. Schwaber, J. Sutherland, 2016
• A BOUNDED CONTEXT delimits the applicability of a particular model so that team members have a clear and shared understanding of what has to be consistent and how it relates to other CONTEXTS.
• an ANTICORRUPTION LAYER, which is […] a mechanism that translates conceptual objects and actions from one model and protocol to another.
Domain Driven Design, E. Evans, 2003
• A BOUNDED CONTEXT delimits the applicability of a particular model so that team members have a clear and shared understanding of what has to be consistent and how it relates to other CONTEXTS.
• an ANTICORRUPTION LAYER, which is […] a mechanism that translates conceptual objects and actions from one model and protocol to another.
Domain Driven Design, E. Evans, 2003
• X-Teams are upward and outwardly focused within (as well as beyond) the traditional hierarchical structure.
cooperative
• Evangelize
• Bring back the perspectives of the stakeholders
X-Teams, Ancona, 2007
Three Layered
• Core: Creates strategy, makes key decision and carries history and identity of the team.
• Operational: carries out ongoing work
• Outer net: part-time, specialized, not part of the team.
NOT management levels.
Three Layered
• Nucleus: It is the control center of the cell and determines how the cell will function.
• Cytoplasm: It provides a platform where all the cell functions are carried out.
• Extra-cell: Contains resources and material needed to survive.
Cell structure and Function
Once upon a time the cell membranes: 175 years of cell boundary research
The membrane embodies one of
the main paradoxical characteristics
of life: a cell is a system dependent
on external compounds and energy
[…]
[Their ever-changing dynamic
structure] allows […] to constantly
change their activities according to
the requirements of the cell.
• eXternal activities
• eXtreme execution
Three X-Phases
• eXplore
• eXploit
• eXport
Three activities:
• Scouting: ”Understanding what’s out there.”
• Ambassadorship: ”keeping track of allies and adversaries.”
• Task Coordination: ”negotiating to get things done.”
• Good internal team
• External workis fundamental
•is highly dangerous
• Explore, Exploit, Export
