Presentation: TweetLean Enterprise - Part I

Large organizations often struggle to leverage software to create innovative products. This is due to a number of organizational factors, including culture, governance and financial management, and the application of portfolio and program management strategies that do not take advantage of the unique characteristics of software. This talk discusses how to take a lean approach to developing new products and running large scale programs of work, and how to grow a culture that enables organizations to turn software into a competitive advantage.

Presentation: TweetLean Enterprise - Part II

Large organizations often struggle to leverage software to create innovative products. This is due to a number of organizational factors, including culture, governance and financial management, and the application of portfolio and program management strategies that do not take advantage of the unique characteristics of software. This talk discusses how to take a lean approach to developing new products and running large scale programs of work, and how to grow a culture that enables organizations to turn software into a competitive advantage.

Presentation: TweetA retake on the Agile Manifesto Part I

The Agile Manifesto was the spark that brought about a shift in how software was being developed and as a result a wave of new Agile Methodologies such as SCRUM, XP, and Continuous Delivery have been introduced as  “better ways of developing software”.  Many development organizations have adopted these agile methodologies to improve their communication, increase customer involvement, and create happier and more efficient software teams.  

Fast forward to today, 13 years later, a discussion has emerged on what has happened since the Agile Manifesto was first published.  Prag Dave Thomas, one of the original 17 authors,  has written a blog post which has been heavily discussed online and on twitter titled "Agile is Dead (Long Live Agility) where he points out that the term "Agile" has become a marketing buzzword for companies and consultants to use as a way to commercialize the ideas behind Agile Software Development.  He also goes on to suggest that developers should program with “agility” rather then hoping solutions that are simply "coined" as  "Agile" will be able to solve some of the difficult problems that they encounter when developing software.

At GOTO, we think it is time to take a closer look at what has happened in the last 13 years since the Agile Manifesto was published and evaluate where the development community is going in the future.

Presentation: TweetA retake on the Agile Manifesto Part II

The Agile Manifesto was the spark that brought about a shift in how software was being developed and as a result a wave of new Agile Methodologies such as SCRUM, XP, and Continuous Delivery have been introduced as  “better ways of developing software”.  Many development organizations have adopted these agile methodologies to improve their communication, increase customer involvement, and create happier and more efficient software teams.  

Fast forward to today, 13 years later, a discussion has emerged on what has happened since the Agile Manifesto was first published.  Prag Dave Thomas, one of the original 17 authors,  has written a blog post which has been heavily discussed online and on twitter titled "Agile is Dead (Long Live Agility) where he points out that the term "Agile" has become a marketing buzzword for companies and consultants to use as a way to commercialize the ideas behind Agile Software Development.  He also goes on to suggest that developers should program with “agility” rather then hoping solutions that are simply "coined" as  "Agile" will be able to solve some of the difficult problems that they encounter when developing software.

At GOTO, we think it is time to take a closer look at what has happened in the last 13 years since the Agile Manifesto was published and evaluate where the development community is going in the future.

Workshop: Continuous Delivery Tweet

Getting software released to users is often a painful, risky, and time-consuming process. This tutorial sets out the principles and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users. Through automation of the build, deployment, and testing process, and improved collaboration between developers, testers and operations, delivery teams can get changes released in a matter of hours–sometimes even minutes–no matter what the size of a project or the complexity of its code base.

Inthis tutorial we take the unique approach of moving from release back through testing to development practices, analyzing at each stage how toimprove collaboration and increase feedback so as to make the delivery process as fast and efficient as possible. There will be interactive exercises where the audience practices using these techniques for themselves. At the heart of the tutorial is a pattern called the deployment pipeline, which involves the creation of a living system thatmodels your organization's value stream for delivering software. We spend the first half of the tutorial introducing this pattern, and discussing how to incrementally automate the build, test and deployment process, culminating in continuous deployment.

In the second halfof the tutorial, we introduce agile infrastructure, including the use of Puppet to automate the management of testing and production environments. We'll discuss automating data management, including migrations. Development practices that enable incremental development and delivery will be covered at length, including a discussion of why branching is inimical to continuous delivery, and how practices such as branch by abstraction and componentization provide superior alternativesthat enable large and distributed teams to deliver incrementally.