Lean and Agile Software Development Education Programme - Revision history

Clarman at 00:06, 26 January 2017

2017-01-26T00:06:18Z

Clarman at 00:00, 26 January 2017

2017-01-26T00:00:17Z

Clarman at 23:59, 25 January 2017

2017-01-25T23:59:29Z

Clarman at 00:27, 9 September 2016

2016-09-09T00:27:13Z

Clarman at 00:26, 9 September 2016

2016-09-09T00:26:51Z

Clarman at 00:26, 9 September 2016

2016-09-09T00:26:37Z

Clarman at 00:26, 9 September 2016

2016-09-09T00:26:19Z

Clarman at 00:22, 9 September 2016

2016-09-09T00:22:29Z

Clarman at 07:21, 27 August 2016

2016-08-27T07:21:06Z

Clarman at 07:20, 27 August 2016

2016-08-27T07:20:36Z

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-Duration: 3 days.
+Duration: 3-4 days.
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 ==== no break (start next event on subsequent day)  ====
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-Duration: 1 day.
+Duration: 1-2 days.
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-==== LASD6: Workshop: Agile Architecture Documentation Workshop ====
+==== LASD6: Workshop: Agile Architecture Learning & Documentation Workshop ====
 Summary: There is a large system and the overarching existing design is not clear to many. This also inhibits evolving the design for the future. In this 11day workshop, the coach facilitates the group to create architectural views and technical memos in a highly collaborative hands-on workshop using vast whiteboard spaces, to sketch out the existing product architecture, and also capturing Q&A sessions on video. The output is not only the many architectural view sketches (logical, process, data, deployment, security, ...) and technical memos, but a shared understandings amongst workshop participants in the existing design, using lightweight and fun methods that transform "documenting the architecture" from a boring low-value activity into an interesting high-learning high-value event.
 This workshop can also be combined with the definition and organization of a self-study plus Q&A mentoring system for new hires to your company, to speed and improve the architectural knowledge of your staff.

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-Content Summary: Lean principles and practices, object-oriented analysis and design with low waste and high learning, user-centered design, story mapping, impact mapping, applying key software design principles (GRASP, SOLID), agile modeling, clean coding and refactoring, automated acceptance testing and test-driven development (acceptance TDD), and unit TDD.
+Content Summary: Lean principles and practices, object-oriented analysis and design with low waste and high learning, user-centered design, story mapping, applying key software design principles (GRASP, SOLID), agile modeling, clean coding and refactoring, automated acceptance testing and test-driven development (acceptance TDD), unit TDD, continuous integration, and use of feature toggles.
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← Older revision		Revision as of 00:27, 9 September 2016
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	=== Introduction ===		=== Introduction ===

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 === Introduction ===
 Clients say this is a great, useful programme. We agree ;)

← Older revision		Revision as of 00:26, 9 September 2016
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	=== Introduction ===		=== Introduction ===
	Clients say this is a great, useful programme. We agree ;)		Clients say this is a great, useful programme. We agree ;)

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-=== Delivery Model and Train-the-Trainer Option ===
+=== Delivery Model ===
-First, to define a key term: a '''wave''' is a running of the complete programme for a set of teams.
+First, to define a key term: a '''wave''' is a running of the complete programme (LASD 1, 2, 3, ...) for a set of teams.
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-One wave has two teams go through it together. Assuming the average team is 7-ish people, and two teams may be related to 1 manager (who also ideally fully participates in the education), a typical wave has about 15 people.
+One wave has '''two''' teams go through it together. Assuming the average team is 7-ish people, and two teams may be related to 1 manager (who also ideally fully participates in the education), a typical wave has about 15 people.
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-Lean organizations emphasize developing internal capability to learn and coach, so one goal of this programme is usually to help develop an internal capability to deliver it by internal coaches/trainers. However, of course there's a bootstrapping problem, and there may always be some teacher-availability constraint, and some clients simply don't want to create that internal support.
+Below is a description of the programme; note that content and recommended delay (if any) between the events.
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-Therefore, to kickstart this programme, the early waves are delivered Craig Larman and other certified experienced trainers who have delivered it at other clients. And it some cases, the waves are only ever delivered by the external certified trainers.
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 === Candidate Participants & Teams ===
-Beside the obvious candidate participants -- developers -- we urge that it include full participation by many of the managers (including more senior managers) within the Development Organization. Why? In Lean Thinking, a key idea is "manager-teacher" and the saying is, "my manager can do my job better than me." So to amplify the impact of this programme, and to ensure there is strong alignment between the education, knowing, and doing, and the broader organizational direction and policies, participation by managers is a great value. And if some of those managers can themselves become teachers of this programme, then this further supports the Lean Thinking model of manager-as-teacher, in which managers provide great value by directly coaching people in mastering the real tasks.
+Beside the obvious candidate participants -- developers -- we urge that it include full participation by '''many of the managers''' (including more senior managers) within the Development Organization. Why? In Lean Thinking, a key idea is "manager-teacher" and the saying is, "my manager can do my job better than me." So to amplify the impact of this programme, and to ensure there is strong alignment between the education, knowing, and doing, and the broader organizational direction and policies, participation by managers is a great value. And if some of those managers can themselves become teachers of this programme, then this further supports the Lean Thinking model of manager-as-teacher, in which managers provide great value by directly coaching people in mastering the real tasks.
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-Another perhaps-surprising recommendation about the candidates is that complete stable fully cross-functional teams (with all the skills from analysis to UI design to architecture to programming to testing) go through the programme together. For example, if the Development Organization is structured into semi-stable teams of perhaps 5-10 people, all members of the team should go through the programme as a unit. Why? The principles and practices that will be mastered influence not just the individual, but the (organizational) system and group behavior. It strongly amplifies the impact of the learning, and of alignment to deliver more value from the programme, when a team applies it as a team. And it also acts secondarily as a team-building experience.
+Another perhaps-surprising recommendation about the candidates is that '''complete stable fully cross-functional teams''' (with all the skills from analysis to UI design to architecture to programming to testing) go through the programme together. For example, if the Development Organization is structured into semi-stable teams of perhaps 5-10 people, all members of the team should go through the programme as a unit. Why? The principles and practices that will be mastered influence not just the individual, but the (organizational) system and group behavior. It strongly amplifies the impact of the learning, and of alignment to deliver more value from the programme, when a team applies it as a team. And it also acts secondarily as a team-building experience.
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-Another perhaps-surprising recommendation about the candidates is that complete stable teams go through the programme together. For example, if the Development Organization is structured into semi-stable teams of perhaps 5-10 people, all members of the team should go through the programme as a unit. Why? The principles and practices that will be mastered influence not just the individual, but the (organizational) system and group behavior. It strongly amplifies the impact of the learning, and of alignment to deliver more value from the programme, when a team applies it as a team. And it also acts secondarily as a team-building experience.
+Another perhaps-surprising recommendation about the candidates is that complete stable fully cross-functional teams (with all the skills from analysis to UI design to architecture to programming to testing) go through the programme together. For example, if the Development Organization is structured into semi-stable teams of perhaps 5-10 people, all members of the team should go through the programme as a unit. Why? The principles and practices that will be mastered influence not just the individual, but the (organizational) system and group behavior. It strongly amplifies the impact of the learning, and of alignment to deliver more value from the programme, when a team applies it as a team. And it also acts secondarily as a team-building experience.
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