Success in adopting an Agile culture depends on the team’s ability to adapt, while establishing common objectives/principles across the team. This case-study observes this theme via the lens of a project team at Liquidnet. The project’s concept was actually originated by the UX team. Eventually, with an interdisciplinary team of 30, the vision became a reality. It wasn’t until a major change in scope occurred when Liquidnet decided to bring an agile coach to facilitate process change. This experience report documents the team’s experience integrating the Agile culture into their very own.

Because the FBI never stops evolving, High Performance Technologies, Inc (HPTi) found themselves struggling to keep up with the changes and maintain their CMMI III certification. Developers were complaining, clients were getting anxious, releases were slipping; but what was the problem? Was it CMMI? Was it the environment? Was it HPTi? Through a disciplined approach to agile development, we found the answers to our questions above. When you’re dealing with a client who is historically challenged with a continuously changing environment, you better be on your toes.

Agile Methodology has been widely accepted in the private sector for a number of years and has caught the attention of government program managers as a process for software development designed to make work more efficient. Chief Technology Officers (CTO) and Chief Architects of the Lockheed Martin programs will provide an overview of the challenges experienced by the program’s leadership when balancing between Agile and traditional methodologies used on Government programs.

An Intuit process “Agile Done Right” (ADR) was created to ensure agile is used properly to maximize business results & minimize process problems. It requires an agile coach like those used in Intuit’s successful SEI’s Team Software Process (TSP). Coaches ensure the process is “done right” & help fix any problems.

Internal coach training was created to develop project-embedded coaches & to raise the overall level of agile maturity. We look at that training program including the agile syllabus, brief ADR overview, coach’s “dirty dozen” meetings, learning methods, etc.

Dr. Rico will provide an experience report introducing agile methods to a master’s degree program in software engineering at a large online university. He will describe the goals, objectives, strategy, and implementation plan for transitioning the program from traditional to agile methods. He will describe the adoption challenges he faced from both the faculty and students who were steeped in traditional methods. He will describe how three teams of 15 students in four time zones successfully built three fully functional e-commerce websites, lived to tell about it, and became agile converts.

Agile project teams in any large corporation are put together by drawing resources from various organisational silos where they report to line management. What’s the role of this line management in relation to the Agile project teams? Who is ultimately responsible for delivery?

This talk is based on the two year Agile journey in a large financial services organization in Australia and will outline the challenges, pitfalls and experiences of positioning line management to add value to Agile teams. What leadership role do they play and are they the bane or boon of Agile teams.

Peter Coad’s Color Modeling method is a simple, effective technique for building robust, elegant object models. One of the best ways to learn the Color Modeling approach is through an interactive demonstration. In this session, Daniel Vacanti and David Anderson will solicit examples from the audience and—with no preparation and using the Color Modeling approach—build a real, working model for each selected problem domain in the short time given. Both David and Daniel have used this demonstration technique with great success at previous conferences, tutorials, and commercial engagements.

When Marriott began to build its brand management intranet, the tech vendor ran into several problems that jeapardized the whole program. The introduction of Agile began a long recovery process: When should you be be covert/overt with Agile practices? How do you convince stakeholders a daily concall is more efficient than a weekly concall? Why would you pay for the tech vendor’s Agile training? How do you structure Firm Fixed pricing to be Agile?

This is the story of how applying Agile techniques, first covertly, then out in the open, slowly steered the ship on course.

In 2001, Follett Software Company (FSC) began work on the next generation of its library software. Many options were considered, including sending the effort off shore. In April 2001, members of the Destiny team attended a C-SPIN meeting where Martin Fowler spoke about Extreme Programming (XP). In what was considered a bold experiment at the time, the team chose to adopt an XP process “the most well-known and controversial” of the new agile processes.

This experience report will tell of a “do-it-yourself” Agile success story, with changes, challenges and lessons learned along the way.

What happens when you get Agilists together to build an organization within one of the most ill-reputed bureaucracies in the world?

When the Project Management Institute chartered the PMI Agile Forum, it was a huge announcement. However, now the team had to deliver a fully functioning organization to support the Agile-minded members within PMI’s membership…and do so on schedule and under budget. How do we build a business plan? How do we execute a marketing effort? How do we plan a launch event? Come see how this all-volunteer distributed virtual team extended PMI’s reach using Agile.