Hi. My name is Chris Matts. I’m a programme manager/project manager/business analyst who specialises in delivering trading and risk management systems in investment banks.
My goal is to deliver business value. I achieve this by managing the risks on a project. I focus on optimising the time to delivery rather than minimising the costs. From my experience, minimising costs leads to increased costs.
I was involved in BDD in the early days. Dan North and I developed the “GIVEN-WHEN-THEN” template together. Since then I’ve been working on Feature Injection. Whilst BDD provides a neat interface between the business and the development team, Feature Injection helps the business prepare a comprehensive set of examples to feed the BDD machine.
Whilst looking to price the option that exist naturally in an Agile development process I tripped over Real Options.
Chris will deliver a featured talk and a workshop at ALE2015.
Featured Talk: Agile – The Broken Learning Machine
Let’s start with what it takes to solve a problem, and then evolve the solutions we find so that they work for most everyone.
Lets think about the types of community that exist to solve problems, and then spread solutions.
Just think. We need a learning machine. A community of practitioners and coaches and trainers to change the world. And don’t we already have one of those?
Now lets step back a moment and reflect on our own community. What behaviours do we have that stop the learning?
Lets work out what we need to fix things.
Lets us change the world by fixing our broken machine.
Lets end with a roar!
And then, Lets go to the bar and start the real work of changing the working world we live in.
Workshop: Scaling Agile using Theory of Constraints and Staff Liquidity
This workshop is based on the experiences we had at Skype coordinating the investments of 200 product owners. This interactive workshop will introduce two key practices used to manage this process.
1. Capacity Planning is an implementation of Theory of Constraints that provides the organisation with an efficient mechanism to self organize around creating an organizational backlog. Another outcome of the process is to identify which teams in the organisation are acting as constraints on its ability to scale.
2. Once the constraints have been identified, you need a mechanism to identify who can move out of teams so that they can add extra capacity to the constrained teams. This is where staff liquidity can help out.
- Get audience to create a list of big ideas, and prioritise.
- Audience breaks down big ideas into Epics.
- Epic Owners ask for Sweet Wild Assed Guess estimates from
- Go through Epics in order, and reduce capacity for each component
- Identify the constraints and those teams with additional capacity.
- Room forms into teams.
- Each team is given the task of organizing the end of conference party.
- Teams identify work types to be done.
- Teams self score themselves against ability to do work.
- Teams identify who can leave and who needs to cross train to allow Component Owners / Departments. based on the Epics. Stop when you run out of Capacity. this to happen.
Target Audience: Anyone interested in Agile at Scale, or Theory of Constraints.
The Capacity Planning session is based on the internal training delivered at Skype. It has been run at LKUK, BDD Exchange and Adventures with Agile. ( See http://www.infoq.com/presentations/theory-constraints-portfolio ) Staff Liquidity has featured in numerous keynotes as a team level tool. This session links it to scaling Agile and its use as a tool to manage change in tools.