development

After setting up a DevOps team and adopting continuous delivery practices, product releases may not be as smooth as they could be. The missing ingredient requires empowerment and autonomy.

The transition from programmer to the manager is made additionally treacherous by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. The fact that few programming managers receive management training before they start managing further complicates the transition. Not to mention that the approaches to management—managing people in every role and domain—continue to dramatically evolve. This rapid evolution leaves us bewildered and stranded without an adequate supply of role models to follow.

For years, people have made recommendations for how to develop software in an agile way based almost entirely on intuition, folklore, and anecdotes. They've never been able to quantitatively show the accuracy or applicability of these recommendations. This session quantifies those recommendations in the most precise and objective terms, including a presentation of general findings in Larry Maccherone's research correlating agile practices to performance along the dimensions of productivity, predictability, quality, and time to market. These data can be used to make general decisions about what to focus on. The presentation also includes the numbers, so that instead of just saying that A is better than B, we can say that A is a 24 percent improvement in quality but a 10 percent reduction in productivity compared to B.

[video:https://youtu.be/L63U-B2mdf0 width:300 height:200 align:right]