Ciklum Seminar Zurich - October 23, 2012 - Frank H. Ritz (Ritz Engineering)
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Was sind die Voraussetzungen, um mit einem geografisch verteilten Entwicklungsteam erfolgreich zu sein? Als unabhängiger Experte auf dem Gebiet der methodischen Softwarentwicklung führt uns Frank H. Ritz kurz an die universell gültigen Prinzipien agiler Methoden heran und zeigt, wie diese Nearshoring-Teams effektiver und effizienter machen. Er wird als Schwerpunkt das Thema "Nearshoring Readyness" aufgreifen und zeigen, was es braucht um mit verteilten Teams erfolgreich arbeiten zu können. Er ist der Meinung, dass das meiste davon sowieso getan werden muss. Wir orientieren uns dabei an einer Checkliste, die er bereit gestellt hat.
Transcript of Ciklum Seminar Zurich - October 23, 2012 - Frank H. Ritz (Ritz Engineering)
- 1.Nearshoring Readynessthings you always and anyway need to do ... 23.OctNearshoring Readyness 2012, Frank H. Ritz, 23.Oct 2012, Frank H. Ritz, [email protected] [email protected] Page 1
2. Who am I Frank H. Ritz, 55 Diploma, certifications ElectricalEngineering Electronics RUP / CE CPRE-FL Methodology & value OUCP-FProject manager driven ElectricalBusiness managerDo the right things HSPTPEngineerright sustainable cand. PMI-ACP Experienced 1 great son in computer Sailor, Skipper science Requirements Engineering History: C++/Java for mission critical apps 7 companies (co-)foundedNearshoring Readyness23.Oct 2012, Frank H. Ritz, [email protected] Page 2 3. Agility, 12 Principles Flexible software development Try to deliver the best actual valuedsoftware for the given budget The Manifesto for Agile Software Development defined in 2001 Methodologies Scrum Crystal DSDM XPPMI-ACP Lean ...Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 3 4. Agility Emphasized close collaboration Tight, self-organizing teams between the programmer team and Ways to craft the code and the team business experts such that the inevitable Face-to-face communication (is requirements change is not a crisis. more efficient than written Active conflict management based on documentation) Review, Retrospective Culture Frequent delivery of new Scope is flexible e.g. on fixed price deployable business valueproject, no compromise of qualityNearshoring Readyness23.Oct 2012, Frank H. Ritz, [email protected] Page 4 5. Scrum, an agile methodology Backlog Sprint good between 2-4 weeks Priority managed User Storys = Daily standup meetings e.g. 1-3Requirementsmin. duration per team member Priorized for Product and Sprint Target is to produce better value Measured: Story Points per Storyby shippable product increments Story Points are individual per team !Nearshoring Readyness23.Oct 2012, Frank H. Ritz, [email protected] 5 6. Scrum in a Nutshell (small teams) Roles Product Owner Development TeamOnly if you understand Scrum Master your people, you know as many you can Artifacts demand Backlog Product Backlog (initial, living)RetrospectiveSprint Refine incomplete User Stories Review Sprint Backlog per Sprint Shippable Increment (DoD for Team ok) Events Sprint Planning Sprint1 Sprint2 Sprint n-1 Sprint n Product Backlog Sprint Backlog SprintStaging Org.Sprint1 Sprint 2 Sprint n-1 Sprint n Daily Scrum Sprint Review (Presentation of Increment) Product Increments Retrospective (Efficiency, Effectiveness)Nearshoring Readyness23.Oct 2012, Frank H. Ritz, [email protected] 6 7. things you always and anyway need to do - ManagementNearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 7 8. things you always and anyway need to do - ProjectNearshoring Readyness23.Oct 2012, Frank H. Ritz, [email protected] Page 8 9. Nearshoring Readyness Anything to do else ?1 23Why agile ? the better the management & engineering processes, theMangementbetter the alignment and quality is the better the communicationCommunicationfeatures and variants, the better the performance is the better the culture andCultureunderstanding, the better the results and motivation isNearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] 9 10. Readyness catalog - management scenario Question Readyness Company stable, ambitious Complete orientation of team Vision is clear, deliverable Quick alignment to process Mission for project clear Accurate reporting capabilitiy Expectations are clear and Team can be build proven realistic (expertise) enables Collaboration base Problem can be solved Cultural understanding nearshore Feedback for quick results Right management in place Understand as many youcan demand Improves Management of Nearshore team Results, Solutions FeedbackNearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] 10 11. Readyness catalog communication scenario Question Readyness Remote com., [email protected] Team building onsite and / Videoconferencing / Webinaror nearshore possible culture technical established All management and team Task planning online meetings can be held online Daily standup online enables Stakeholder can be involved Stakeholder conferences Communication barriers are Communication culture is not a technical problem open, clear minded, trustful Face-to-Face online com. Open, clear and trustful Communication possible Team building Shares knowledgeNearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] 11 12. Readyness catalog culture scenario Question Readyness Right management in place Understanding each other to experience culture Integration of nearshore Tight meeting schedule team Timezone offset acceptance Respect and await for other Fully integration in company enables behaviour and solutions Learning organization Better understanding needs Costs and time for culturalof the business exchange incl. visits, travel Human factors enthusiasm Improves Understanding Problem space Business needs Human factorsNearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] 12 13. Q&ANearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 13
