The Business of Software

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En provenance du cours de University of Virginia

Managing an Agile Team

356 notes

University of Virginia

Managing an Agile Team

356 notes

Cours 3 sur 5 dans Specialization Agile Development

Traditional development processes often lead to team frustration and poor results. Agile offers a different approach to managing the complexity of software development. This course focuses on the day-to-day jobs of running a software development program and how leading agile methodologies (Scrum, XP, kanban) can help you do them better. From transitioning a team to agile to running sprints to managing stakeholders, this course gives you the skills you need to manage an agile team in your specific operating environment. We'll show you how to: - Think through and focus on the most important aspects of your projects and sprints - Facilitate your team’s initial and ongoing adoption of the specific agile practices that work for you - Anchor your outcomes and success criteria in durable ideas about what makes for valuable products - Support your team's transition from traditional approaches to agile - Create an agile-friendly environment across functional disciplines - Identify and manage outside stakeholder needs As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

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The Agile Team

This week we’ll introduce the four major jobs of software development and help you think through where to focus on each of them for successful outcomes. Then we’ll step through the leading agile methodologies--Scrum, XP, and kanban. You’ll finish the week with a deeper understanding of how to pair your project’s most important facets with the best of what agile has to offer.

Managing with Agile4:09

The Business of Software5:48

The Job of Software Development5:22

David Bland on Agile & Lean Startup5:09

Agile at Spotify: Part 16:19

Agile at Spotify: Part 25:17

Rencontrer les enseignants

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

What do we really mean by managing with Agile?

How does it relate to all the stuff we've done before?

Let's take a look here.

These are five fundamental jobs that you do to one degree or

another if you're in the business of creating software.

We're going to go through these and

talk about how they relate to the course content.

And what I would think about is your activities in these various areas and

your specific role.

How they relate to the practice of Agile and what you want to do better.

The first role is proposition design.

This is on the outside because basically this is what you

are to the rest of the world that you're creating software or systems for.

So hopefully this changes relatively infrequently and

this job has to do with constantly looking at this user and

figuring out what problems are important enough that you should solve for them.

And what propositions are compelling and then translating

those into compelling product design inputs you can build software.

And over the course of iterations, improve and improve and

make a better product for them.

So success here means that you're consistently going pout and

creating successful observations that allow you to bring back actionable

perspective on what problems are important and propositions would be compelling?

We talked a lot about how to do that in courses one and two.

Product and system support is really important,

though not something we're going to spend a lot of time on here.

So what I mean by this is,

all the non-product activities that go into your interaction with the customer.

So this is, for instance, marketing, technical support, customer support,

all the other things that have to do in a very important way, probably, with

how the customer experiences the product or the system that you're building.

On the positive side, making sure that you're sharing narrative with the folks

that do this and learning from their experiences that they have with the user

is a great way to bring more data and

more insights into your product design and proposition design process.

On the bad side,

a bad experience here can make a great product a bad experience for a user.

And it's important that as a product team you're keeping an eye on that so

you make sure it doesn't happen.

One of the things that I noticed when I used to work in operations was that,

I didn't work in the support team but,

they were really committed to closing tickets quickly for customers.

And they would measure themselves on how many tickets they closed how fast.

And that was important.

The customers were having serious problems,

they needed them fixed, and that was a very worthwhile metric for them to track.

But, they also ideally would look at how do they learn from each of these tickets.

So, for every single ticket, how do we tag it with a postmortem or

a retrospective of some sort so that we avoid it ever happening again, ideally.

Or at least we understand what we could do to avoid this recurrence.

So product and system support is an important place for

you to have the right types of interfaces and dovetail what you're doing in Agile.

And success here looks like that the narrative is shared across

your activity in the product part of things, and these other activities.

You have a same, generally speaking, shared view of the customer experience,

and that the things that the customer learns and

expects from the product when they hear about it consists of what you deliver.

And the experience they have acquiring the product,

having it supported, enhances the overall user expedience.

Product design is taking your insights from proposition design and

fashioning them into actionable inputs for software development.

You've learned a lot about how to do this in courses one and two, and

success here looks like you're well-linked to this proposition design.

You're consistently taking those inputs and

iterating on them to make them actionable and compelling.

And soluble for the actual process of software development.

And this task is what we're principally going to focus on

over the balance on the course.

And this everything you do to create the software product, your systems and

test it and release it to the customer and observe how it goes and rinse and

repeat and reiterate.

As you get to better and better outcomes, more valuable outcomes for the user, and

strengthen your practice of Agile.

And then general management is something that most of us have to do to a degree or

another, and we'll talk about kind of two jobs here.

One is management within your team.

So how do we create an Agile friendly environment, where agile can flourish and

you can iterate to better and better outcomes?

And then two,

how do you interface with the rest of the world that maybe isn't Agile?

These may be internal stakeholders, they might be big customers,

they might be partners.

You have to be able to interface with people that aren't doing Agile in

a way that doesn't, that on the one hand doesn't break your practice of Agile and

on the other hand gets them what they need because these are important stakeholders.

So, as I mentioned,

we're going to principally focus in course three on the job of software development.

In the next video, we'll look in more detail at the jobs that constitute this

job of software development.

So we know what they are and we set the stage for all the different ways we're

going to learn how to make Agile, make those jobs better for you.

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