Difference between revisions of "Agile and Lean Development for Hardware"

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This practical, information-packed executive seminar summarizes the key research, business case, ideas, values and practices of agile and iterative methods, aimed at senior leadership. This is a high-impact guide for executives to agile and iterative methods: what they are, how they work, how to implement them – and why you should.
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This practical, information-packed seminar summarizes practices, organizational design ideas, and experiences related to applying agile and lean principles and practices in hardware or hardware and embedded software development, including related FPGAs. It primarily draws on experience from PCB development done with elements of Scrum, agile principlies practices, Kanban method, and lean principles and practices.  
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Using statistically significant research and case studies, agile thoughtleader Craig Larman presents a convincing case for agile methods. Larman offers a concise, dense summary of the key ideas that drive all agile methods, with a focus on the most popular agile method: Scrum. Where, appropriate, there will also be an emphasis on scaling agile methods to large (for example, a 500 person product) systems involving multi-site development, and on large enterprise agile transformations – as these are his specialties.
 
  
  
 
== Methods of Education ==
 
== Methods of Education ==
Discussion, presentation, Q&A.
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Discussion, presentation, Q&A, memory recall exercises
  
  
 
== Audience ==
 
== Audience ==
This exploration of modern software management best practices is appropriate for anyone guiding, managing, or in a software development team.
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Managers and hands-on engineers in the development of hardware (PCBs, ...), FPGAs, board-level software, and drivers.  
  
  
 
== Level==
 
== Level==
Introductory: This course introduces concepts and techniques that the attendee will not apply during the session.
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Introductory: This course introduces concepts and techniques that the attendee will not apply during the session.
  
  
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==Objectives==
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Participants must read (available online), before the course:
* Introduce Agile Methods and Lean Principles
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* [http://www.scrum.org/scrumguides/ The Scrum Guide]
* Analyze outcomes of projects that have used Agile Methods
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* [http://www.scrumprimer.com Scrum Primer] or from Chapter 12 of ''Scaling Lean & Agile Development''
* Convey the key principles in the new software development game
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* [http://www.craiglarman.com/wiki/downloads/scaling_lean/larman-vodde-feature-teams.pdf Feature Teams] or the equivalent chapter ''Feature Teams'' in [[Book_-_Scaling_Lean_and_Agile_-_Thinking_and_Organizational_Tools | Scaling Lean & Agile Development]]
  
  
== Outline ==
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And these chapters, available in paper print or online at Safari. These following chapters are from [[Book_-_Scaling_Lean_and_Agile_-_Thinking_and_Organizational_Tools | Scaling Lean & Agile Development: Thinking and Organizational Tools for Scrum]] (Larman & Vodde).
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* Chapter 2: Systems Thinking
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* Chapter 4: Queuing Theory
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* Chapter 8: Teams
  
* Compelling evidence that agile and iterative methods reduce risk and increase ROI
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* Frequent misconceptions
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NOTE! Your company may have an online [http://my.safaribooksonline.com/ Safari] account that you can use to read the book chapters online free. Please ask your colleagues if you have a Safari account.
* Frequently asked questions
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* Agile values and practices
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* Scrum: the most widely used agile method
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== Topics ==
* Increasing alignment between R&D and customer; increasing value with Scrum
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* From command-and-control management to servant-leadership
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* team organization: for example, how should thermal design, layout, and mechanical work together?
* Value-driven and feature-driven adaptive iterative development
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* multilearning
* Increasing transparency and predictability with agile methods
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* release planning in agile hardware development
* Lean Thinking in agile methods
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* practices that do and do not apply from Scrum and other agile methods
* Short cycle time, small batches, low WIP
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* WIP management
* Relentless improvement in Scrum
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* the implications of queuing theory for hardware development project management
* Leading the transformation: adoption and rollout
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* Kanban method
* New management roles and skills in Scrum
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* obeya
* Organizational and team structure changes
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* lean development: principles and practices
* Agile product management and changes in planning
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* stop and fix culture
* Scaling agile methods for large, offshore, or multi-site system
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* reduction of special-cause and common-cause variability
* Estimation, scheduling, and fixed-price contracts
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* kaizen
* Creating a deep learning culture through Scrum
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* set-based concurrent development
* Scrum and CMMi
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* decomposing hardware development into smaller steps: PCB example
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* splitting large hardware requirements
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* expressing requirements with 'stories'
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* adaptive iterative planning
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* "definition of done" in hardware Sprints
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* Product Owner and ScrumMaster
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* Product Backlog in hardware development: PCB example
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* burndown charts and visual management
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* test-driven development
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* "continuous" integration
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* and more!
  
  
 
== Maximum Participants ==
 
== Maximum Participants ==
200
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35
  
  
 
== Environment - Room, Tools, Texts ==
 
== Environment - Room, Tools, Texts ==
 
Read this: [[Course Environment - Presentation Oriented]]
 
Read this: [[Course Environment - Presentation Oriented]]

Latest revision as of 02:37, 1 March 2012

Overview

1 day

This practical, information-packed seminar summarizes practices, organizational design ideas, and experiences related to applying agile and lean principles and practices in hardware or hardware and embedded software development, including related FPGAs. It primarily draws on experience from PCB development done with elements of Scrum, agile principlies practices, Kanban method, and lean principles and practices.


Methods of Education

Discussion, presentation, Q&A, memory recall exercises


Audience

Managers and hands-on engineers in the development of hardware (PCBs, ...), FPGAs, board-level software, and drivers.


Level

Introductory: This course introduces concepts and techniques that the attendee will not apply during the session.


Prerequisites

course Agile, Lean, and Iterative Development: Management Overview or equivalent


Participants must read (available online), before the course:


And these chapters, available in paper print or online at Safari. These following chapters are from Scaling Lean & Agile Development: Thinking and Organizational Tools for Scrum (Larman & Vodde).

  • Chapter 2: Systems Thinking
  • Chapter 4: Queuing Theory
  • Chapter 8: Teams


NOTE! Your company may have an online Safari account that you can use to read the book chapters online free. Please ask your colleagues if you have a Safari account.


Topics

  • team organization: for example, how should thermal design, layout, and mechanical work together?
  • multilearning
  • release planning in agile hardware development
  • practices that do and do not apply from Scrum and other agile methods
  • WIP management
  • the implications of queuing theory for hardware development project management
  • Kanban method
  • obeya
  • lean development: principles and practices
  • stop and fix culture
  • reduction of special-cause and common-cause variability
  • kaizen
  • set-based concurrent development
  • decomposing hardware development into smaller steps: PCB example
  • splitting large hardware requirements
  • expressing requirements with 'stories'
  • adaptive iterative planning
  • "definition of done" in hardware Sprints
  • Product Owner and ScrumMaster
  • Product Backlog in hardware development: PCB example
  • burndown charts and visual management
  • test-driven development
  • "continuous" integration
  • and more!


Maximum Participants

35


Environment - Room, Tools, Texts

Read this: Course Environment - Presentation Oriented