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Tim Lister, Atlantic Systems Guild
Agile, waterfall, iterative, staged, gated, phased—none of it really matters if all you create are a few early “wins”, mediocre solutions, and quick fixes. Many organizations twist the time pressure screws so tightly that creative thinking can only be done after work or surreptitiously during the five-minute coffee break or the fifteen-minute lunch at your desk. We often are told that “good enough” software is what the company needs. Although “good enough” is acceptable when the systems we create neither differentiate us from our competitors nor are critical to our mission, why do we waste precious resources creating those kinds of systems? Tim Lister knows that there is hope because many organizations do create superior systems—systems that set them above their competitors and wow their customers. What are these organizations doing to yield innovative, superior results from their software development? If you are in one the “good enough” organizations, how can you find the time to explore and invent? Hard times are here, and that brings great opportunities for change. Just maybe it’s time to start a revolution inside your organizations and finally get what you want—and your company needs.
Learn more about Tim Lister
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Robert C. Martin, Object Mentor
The past decade brought the rise of the Agile movement, which split into two parts—Scrum, dominating the project management practices of agile; and XP, dominating its technical practices. Of the two, Scrum has had the greater impact as the industry quickly grasped its team-based benefits. During the rapid adoption of Scrum, technical practices were not being ignored. Programmers were gradually adopting XP and related development practices. In 2008, the Software Craftsmanship movement was founded as evidenced by the Manifesto for Software Craftsmanship. Driven by the tremendous improvement in programming accuracy and style that comes from agile principles and practices, this movement strives to "raise the bar" of professionalism and quality in the software industry. We can—and must—choose the disciplines, attitudes, and practices that comprise our profession, and then we must live within those bounds. We must say "No" when asked to breach those bounds. Robert (Uncle Bob) Martin reviews the history that has led us to this point and suggests a set of disciplines, attitudes, and practices that may well become the future definition of the development profession.
Learn more about Robert C. Martin
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Johanna Rothman, Rothman Consulting Group, Inc.
Why do we insist on calling people “resources?” If software projects were a factory, people would be fungible—interchangeable equipment just like desks and computers. Because software development is highly creative work and not a manufacturing factory, we need to manage people as human beings, not as tasks or resources. Johanna Rothman describes how to find and develop the right people for your teams and projects—people who fit your culture, share your values, and will become integral parts of your team. She explores what skills make a team great and how great managers model those skills and reward people who use them to help the project. Find out how to empower your team, including protecting it from bad influences, making sure the team has what it needs, and helping team members learn to be accountable to each other. It’s the people working in teams—and not their managers—who make software projects successful.
Learn more about Johanna Rothman
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Ryan Martens, Rally Software Development
Agility is not a goal for its own sake. More than a great way to build software, agile principles are a way to build a great company that predictably delivers products through alignment and visibility across all parts of the business. What does an agile enterprise look like? How does it treat its employees? What are agile enterprises doing that other companies won’t or can’t do? Based on his experiences working with dozens of companies that are moving agile principles and practices beyond development, Ryan Martens answers these intriguing questions. Learn how agile businesses develop a relentless focus on value delivery and develop strong teams of problem solvers. These thriving businesses make most of their daily decisions correctly and never stop reaching higher. Critical to their success is a social contract with employees that supports the vital task of ongoing organizational change rather than building islands of agile practices. Learn how an "agile social contract" can help your organization thrive—not just survive.
Learn more about Ryan Martens
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