Contenu connexe Similaire à XP2011 - agile management tutorial (20) Plus de Proyectalis / Improvement21 (20) XP2011 - agile management tutorial1. Hi!
Form a 2-3 people group
with someone you don’t
know
Introduce yourselves
Share what you’d like to
learn or discuss today
Write it down on a post-it,
stick it to the board and
repeat…Move!
© 2010 Proyectalis Gestión de Proyectos S.L.
7. Ground
Rules
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8. "What" ain't no
country I ever
heard of! They
speak English in
"What"?
Speak English (and help me do so!)
© 2010 Proyectalis Gestión de Proyectos S.L.
10. **
*
© 2010 Proyectalis Gestión de Proyectos S.L.
11. Mmmmm…
Lunchtime…
© 2010 Proyectalis Gestión de Proyectos S.L.
13. Disclaimer:
© 2010 Proyectalis Gestión de Proyectos S.L.
14. Disclaimer:
© 2010 Proyectalis Gestión de Proyectos S.L.
15. Disclaimer:
You (probably)
© 2010 Proyectalis Gestión de Proyectos S.L.
16. Disclaimer: Unintended audience
(but of course you
are welcome )
You (probably)
© 2010 Proyectalis Gestión de Proyectos S.L.
18. “The Tao that can be expressed is not the eternal Tao” -
Lao Tzu, Tao Te Ching
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19. Enough for a start…
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22. Two main problems
Overused terms
The fourth-dimensional problem
© 2010 Proyectalis Gestión de Proyectos S.L.
24. Management
© 2010 Proyectalis Gestión de Proyectos S.L.
25. Management
© 2010 Proyectalis Gestión de Proyectos S.L.
26. Management
© 2010 Proyectalis Gestión de Proyectos S.L.
27. Management
Establish a vision, communicate
purpose
Determine goals (productivity,
quality, innovation…)
Align efforts with goals
Design & execute strategy
Deal with clients and investors
Coordinate, synchronize, mediate
Assign resources
Allocate costs
Establish context, rules, constrains
and boundaries
© 2010 Proyectalis Gestión de Proyectos S.L.
28. Management
Structure growth: hire, fire, Create and sustain a
organize… Corporate Culture
Determine salary policies Motivate, give credit
Work at the portfolio level Drive change
Improve the system Train employees
© 2010 Proyectalis Gestión de Proyectos S.L.
29. An Agile view of Management
5thAnnual ”State of
Agile Development”
Survey, 2010
© 2010 Proyectalis Gestión de Proyectos S.L.
30. Leadership
© 2010 Proyectalis Gestión de Proyectos S.L.
31. Let’s go WAY back in time…
© 2010 Proyectalis Gestión de Proyectos S.L.
33. Konosuke Matsushita
“Your firms are build on the Taylor model. Even worse,
so are your heads. With your bosses doing the thinking
while the workers wield the screwdrivers, you're
convinced deep down that this is the right way to run
the business. For you, the essence of good
management is getting the ideas out of the heads of
the bosses and into the hands of labour. […] the
continued existence of firms depends on the day-to-day
mobilisation of every ounce of intelligence".
© 2010 Proyectalis Gestión de Proyectos S.L.
34. Konosuke Matsushita
- Dictatorial managers won’t feel the need of employees
with decision making skills. Moreover, he will not take
the time or trouble to develop their talents. He wants
people to simply follow his orders, nothing more.
- It is quite impossible for even a superior manager to
do an adequate job solely on the basis of his limited
individual capacities. His limited perception and
knowledge will never let him understand the realities of
the problems facing him or the true nature of
management
- Corporate ruin is the penalty to be paid by any
company that cannot collect and develop a talented,
cooperative work force. It is indispensable to collect
wisdom from many sources.
© 2010 Proyectalis Gestión de Proyectos S.L.
36. Leaders
“You must be the change you want
to see in the world.”
- Gandhi
© 2010 Proyectalis Gestión de Proyectos S.L.
37. Lean Leadership
“The fundamental principle of successful management
is to allow subordinates to make full use of their ability”
Kaoru Ishikawa, quoted by M. Poppendieck
© 2010 Proyectalis Gestión de Proyectos S.L.
38. Invisible and dispensable
“A leader is best when people barely know he exists, when his work is
done, his aim fulfilled, they will say: we did it ourselves.” – Lao Tzu
© 2010 Proyectalis Gestión de Proyectos S.L.
39. Leadership
” If you want to build a ship, don't
drum up people to collect wood
and don't assign them tasks and
work, but rather teach them to
long for the endless immensity of
the sea.”
-Antoine De Saint-Exupery
© 2010 Proyectalis Gestión de Proyectos S.L.
40. Agile
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42. 1. Satisy your customer: early and continuous delivery
2. Adapt to change, even on late stages
3. Deliver working software frequently
4. Work together with business people daily
5. Motivation: environment and trust
6. Face to face communication
7. Measure working software
8. Sustainable pace
9. Technical Excellence
10. Simplicity
11. Self-organization
12. Continuous improvement
© 2010 Proyectalis Gestión de Proyectos S.L.
43. Agile101
Estimate
Ouch!
R1.0 ¿R2.0?
Estimate BV
Replan R1.0 ¿R2.0? t
© 2010 Proyectalis Gestión de Proyectos S.L.
44. Agile101
- Self-organized, Motivated team
Estimate - Working on a sustainable pace
- Collaborates with customer and
business people daily
- Communicates face to face
- Strives for technical excellence
- Reflects on how to improve,
Ouch! eliminates waste
R1.0 ¿R2.0?
Estimate BV
Replan R1.0 ¿R2.0? t
© 2010 Proyectalis Gestión de Proyectos S.L.
45. Agile101
Values
Principles
Processes Practices
Roles Artifacts
Tools
© 2010 Proyectalis Gestión de Proyectos S.L.
47. The evolution of the Scrum Master
“The Scrum
guy”
ScrumButt Scrum Agile Nirvana
- Schedule
meetings
- List
impediments
© 2010 Proyectalis Gestión de Proyectos S.L.
48. The evolution of the Scrum Master
“The Scrum “Scrum
guy” Mom”
ScrumButt Scrum Agile Nirvana
- Schedule - “I’ll take care of that”
meetings - Moderator
- List - Diagnoses &
impediments Decides
- Directly removes
impediments
- Team interface
- Evades conflict
(artificial harmony)
- Does not really trust
the team, still bossy
© 2010 Proyectalis Gestión de Proyectos S.L.
49. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum
guy” Mom” Master
ScrumButt Scrum Agile Nirvana
- Schedule - “I’ll take care of that” - Trainer, mentor
meetings - Moderator - Facilitator
- List - Diagnoses & - Motivator
impediments Decides - Team gardener
- Directly removes - Involves everyone
impediments - Progressively delegates
- Team interface - Collaboration
- Evades conflict - Innovation
(artificial harmony)
- Deals with Conflict
- Does not really trust
- Change agent
the team, still bossy
- Agile evangelist
- Leader
© 2010 Proyectalis Gestión de Proyectos S.L.
50. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach
ScrumButt Scrum Agile Nirvana
- Schedule - “I’ll take care of that” - Trainer, mentor - Listen
meetings - Moderator - Facilitator - Master silence
- List - Diagnoses & - Motivator - Ask
impediments Decides - Team gardener - Be a mirror
- Directly removes - Involves everyone
impediments - Progressively delegates
- Team interface - Collaboration
- Evades conflict - Innovation
(artificial harmony)
- Deals with Conflict
- Does not really trust
- Change agent
the team, still bossy
- Agile evangelist
- Leader
© 2010 Proyectalis Gestión de Proyectos S.L.
51. The evolution of the Scrum Master
“The Scrum Scrum Sensei –
guy” Agile Coach
ScrumButt Agile Nirvana
- Schedule - Listen
meetings - Master silence
- List - Ask
impediments - Be a mirror
© 2010 Proyectalis Gestión de Proyectos S.L.
52. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach
ScrumButt Scrum Agile Nirvana
Decide Sell Consult Participate Advice Inquire Delegate
© 2010 Proyectalis Gestión de Proyectos S.L.
53. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach
ScrumButt Scrum Agile Nirvana
Decide Sell Consult Participate Advice Inquire Delegate
Estimate
stories
Sprint
Length
Definition
of done
Team
composition
Business
strategy
© 2010 Proyectalis Gestión de Proyectos S.L.
54. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach
ScrumButt Scrum Agile Nirvana
Decide Sell Consult Participate Advice Inquire Delegate
Estimate
TEAM
stories
Sprint SM
Length
Definition PO
of done
Team Manager
composition
Business
Manager
strategy
© 2010 Proyectalis Gestión de Proyectos S.L.
55. The evolution of the Scrum Master
“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach
ScrumButt Scrum Agile Nirvana
Coach (leader?)
C&C
Decide Sell Consult Participate Advice Inquire Delegate
Estimate
TEAM
stories
Sprint SM
Length
Definition PO
of done
Team Manager
composition
Business
Manager
strategy
© 2010 Proyectalis Gestión de Proyectos S.L.
57. The Management 2.0 problem:
Values
Principles
Processes Practices
Roles Artifacts
Tools
© 2010 Proyectalis Gestión de Proyectos S.L.
58. The Management 2.0 problem:
Values
Principles
Processes Practices
Roles Artifacts
Tools
© 2010 Proyectalis Gestión de Proyectos S.L.
59. The Nummi Plant experiment
General
Toyota NUMMI
Motors
Assembly Hours per Car 31 16 19
Assembly Defects per 100 Cars 130 45 45
Assembly Space per Car 0,75 0,45 0,65
Inventories of Parts ( Average ) 2 weeks 2 hours 2 days
Space used for Rework 15% none 7%
Absenteeism 15% none 1,5%
© 2010 Proyectalis Gestión de Proyectos S.L.
61. Generation Bottleneck
Command & Control
Measure, audit
Diagnose, fix
Tell people how things should be
done, micromanage
Office politics
“if it ain’t broke, don’t fix it”
Keep people busy (“busyness”)
Constantly change priorities
Terrorize
© 2010 Proyectalis Gestión de Proyectos S.L.
62. New kids on the block
© 2010 Proyectalis Gestión de Proyectos S.L.
63. We had management in engineering. And
the structure was tending to tell people, “No,
you can't do that." So Google got rid of the
managers. Now most engineers work in
teams of three, with project leadership
rotating among team members. If something
isn't right, even if it's in a product that has
already gone public, teams fix it without
asking anyone.
For a while, I had 160 direct reports. No
managers. It worked because the teams
knew what they had to do. That set a
cultural bit in people's heads: You are the
boss. Don't wait to take the hill. Don't wait to
be managed.
And if you fail, fine. On to the next idea.
There's faith here in the ability of smart,
well-motivated people to do the right thing.
Anything that gets in the way of that is evil."
© 2010 Proyectalis Gestión de Proyectos S.L.
64. Change!
© 2010 Proyectalis Gestión de Proyectos S.L.
65. Change!
© 2010 Proyectalis Gestión de Proyectos S.L.
66. Change!
© 2010 Proyectalis Gestión de Proyectos S.L.
67. Change!
© 2010 Proyectalis Gestión de Proyectos S.L.
68. Change!
© 2010 Proyectalis Gestión de Proyectos S.L.
70. Management 3.0
A software team is a
self organizing
system: support it,
don’t obstruct it
Agile Managers work
the system around the
team, not the people
in the team
http://www.slideshare.net/jurgenappelo/what-is-agile-management
© 2010 Proyectalis Gestión de Proyectos S.L.
75. Agile Management
Implement an Agile framework
Focus on maximizing value and eliminating
waste: know and limit workload,
concentrate on flow, lead time and delivery
Continuous improvement: system vision,
spot bottlenecks, remove impediments,
improve everything
Teamwork: protect the teams, involve
everyone
Self-organization: empowerment,
ownership, progressive delegation, move
decission making the closests to the team
as possible
© 2010 Proyectalis Gestión de Proyectos S.L.
76. “Information Technology is 80% psychology and
20% technology. ”
– Jeff De Luca, autor de FDD (2000)
“What are you managing? The only thing you
really manage here is your employees. End
of story.."
– Stefan Falk, VP Strategic Business
Innovation (2002)
© 2010 Proyectalis Gestión de Proyectos S.L.
77. Oh, wait, wasn’t that HIS role?
© 2010 Proyectalis Gestión de Proyectos S.L.
78. Exercise: Coach
Drive change Motivate
Rules Workload
Implement Agile Portfolio Lead Constraints
Train
Evangelize
Listen Boundaries Remove impediments
Agile ground-rules
Protect the team Define & empower
Supra-structures Team development
corporate culture
Mantain & enforce
Goals Individuals corporate culture
Coordinate Structure
Teams
Resources Systemic vision
Hiring / Firing Conflicts
Salaries, bonus
Mentor
Agile tools
Context
Manager SM / Agile Coach
© 2010 Proyectalis Gestión de Proyectos S.L.
79. !
Portfolio Train
Workload Implement Agile Evangelize
Structure Remove impediments Agile ground-rules
Motivate
Supra-structures Protect the team Team development
Mentor
Listen Maintain process
Boundaries Coordinate Coach
Goals Drive change
Constraints Agile practices
Context
Resources Systemic vision
Hiring / Firing Teams Conflicts Individuals Agile tools
Salaries, bonus Lead
Rules
Define & empower Mantain & enforce
corporate culture corporate culture
Manager SM / Agile Coach
© 2010 Proyectalis Gestión de Proyectos S.L.
80. Three subjects for this session
Motivation
Self organizing teams
Agile structures
© 2010 Proyectalis Gestión de Proyectos S.L.
81. Three subjects for this session
Motivation
Self organizing teams
Agile structures
Implementing Agile
Worload / capacity
managent
Kaizen / improvement
Coaching / team growing
Driving change
…
© 2010 Proyectalis Gestión de Proyectos S.L.
82. Motivation
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86. Motivation (Pink ++)
Autonomy Security (hygiene)
Clear goals Labor conditions
Teamwork Transparency
Commitment Communication
Empowerment Tolerance
Justice
Mastery
Skill Purpose
Training Results
Challenge Progress
Positive Credit
reinforcement Celebration
Quality
© 2010 Proyectalis Gestión de Proyectos S.L.
87. Steven Reiss, 16 forces (~2000)
Acceptance, the need for approval
Curiosity, the need to learn
Eating, the need for food
Family, the need to raise children
Honor, the need to be loyal to the traditional values of one's clan/ethnic
group
Idealism, the need for social justice
Independence, the need for individuality
Order, the need for organized, stable, predictable environments
Physical activity, the need for exercise
Power, the need for influence of will
Romance, the need for sex
Saving, the need to collect
Social contact, the need for friends (peer relationships)
Status, the need for social standing/importance
Tranquility, the need to be safe
Vengeance, the need to strike back/to win
© 2010 Proyectalis Gestión de Proyectos S.L.
88. Jurgen Appelo, 16 forces (~2010)
Acceptance, the need for approval
Curiosity / mastery , the need to learn
Eating, the need for food
Family, the need to raise children
Honor, the need to be loyal to the traditional values of one's clan/ethnic
group
Idealism / purpose, the need for social justice
Independence / autonomy, the need for individuality
Order, the need for organized, stable, predictable environments
Physical activity, the need for exercise
Power, the need for influence of will
Romance, the need for sex
Saving, the need to collect
Social contact, the need for friends (peer relationships)
Status, the need for social standing/importance
Tranquility, the need to be safe
Vengeance, the need to strike back/to win
© 2010 Proyectalis Gestión de Proyectos S.L.
89. Jurgen Appelo, 16 forces (~2010)
Acceptance, the need for approval
Curiosity / mastery , the need to learn
Eating, the need for food
Family, the need to raise children
Honor, the need to be loyal to the traditional values of one's clan/ethnic
group
Idealism / purpose, the need for social justice
Independence / autonomy, the need for individuality
Order, the need for organized, stable, predictable environments
Physical activity, the need for exercise
Power, the need for influence of will
Romance, the need for sex
Saving, the need to collect
Social contact, the need for friends (peer relationships)
Status, the need for social standing/importance
Tranquility, the need to be safe
Vengeance, the need to strike back/to win
© 2010 Proyectalis Gestión de Proyectos S.L.
90. Synthesis
Curiosity / mastery
Idealism / purpose, honor
Independence / autonomy, power
Order, Tranquility, Saving (security)
Social contact, acceptance, status
© 2010 Proyectalis Gestión de Proyectos S.L.
91. Exercise: how to improve
Curiosity / mastery
Idealism / purpose, honor
Independence / autonomy, power
Order, Tranquility, Saving (security)
Social contact, acceptance, status
© 2010 Proyectalis Gestión de Proyectos S.L.
93. Fear
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95. Evil
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98. Give Hell
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101. Divide and set against
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110. Semco
Self-organized, self managed divisions
No human resources department, no secretaries
All workers set their own hours
People decide what they want to work on: no career
plan, no job descriptions
People decide their salary. Salaries and expenses are
openly shared.
Everyone shares in the profit
Teams hire their managers
Hiring and firing are democratically decided
Two free chairs at Board for any employee
CEO role rotates every six months amongst six
counselors
The owner’s office has been moved twice without his
approval
© 2010 Proyectalis Gestión de Proyectos S.L.
111. “Possibly the most controversial initiative in Semco is to let employees
set their own salaries. So called “experts” will rapidly show their
narrow knowledge of human condition, assuming that everyone will try
to, obviously, set the highest possible pay for their selves. Is the same
argue we hear about letting people set their hours on a “seven day
weekend”: the first idea that will come to your head is that people will
come as late as possible or will never come. But that has never been
our experience. As with self-established salaries.”
© 2010 Proyectalis Gestión de Proyectos S.L.
112. Netflix vacation policy and tracking
Until 2004 we had the standard model of N days per
year
Meanwhile, we’re all working online some nights and
weekends, responding to emails at odd hours, and
taking an afternoon now and then for personal time
An employee pointed out, “we don’t track hours worked
per day or per week, so why are we tracking days of
vacation per year?”
We realized we should focus on what people get done,
not how many hours or days worked. Just as we don’t
have an 9-5 day policy, we don’t need a vacation policy.
So Netflix Vacation Policy is “there is no policy or
tracking”
“There is also no clothing policy at Netflix, but no one
has come to work naked lately.” – Patty McCord, 2004
© 2010 Proyectalis Gestión de Proyectos S.L.
113. Self-
Ownership : improvement is not
only managerial stuff. Managers
must ensure improvement takes
place.
Empowerment: team
progressively owns more
authority to take decissions in
order to achieve the goals set.
They are responsible and
accountable for performance and
success on that goals.
Delegation does NOT reduce the
amount of authority, responsibility
or accountability of managers
© 2010 Proyectalis Gestión de Proyectos S.L.
115. The gardener metaphor
Henrik Kniberg, “The Manager’s Role
in Scrum” - Scrum Gathering 2007
Jurgen Appelo, “The purpose of
Leadership” (~2010)
© 2010 Proyectalis Gestión de Proyectos S.L.
116. Alignment
Self-organization can
produce unwanted results
Mafia
Al-Qaeda
A context is needed to align
self-organization with
corporate goals
Context is enforced by
boundaries and constraints
Authority still exists
© 2010 Proyectalis Gestión de Proyectos S.L.
117. Good context
• Clearly related to company or
functional goals
• Relative priority established
• Quality / precision / refinement
level defined
• Key stakeholders
• Key metrics
• Definition of done / success
© 2010 Proyectalis Gestión de Proyectos S.L.
118. Netflix on context
Managers: When one of your talented people
does something dumb, don’t blame them.
Instead, ask yourself what context you failed to
set.
Managers: When you are tempted to “control”
your people, ask yourself what context you
could set instead - Are you articulate and
inspiring enough about goals and strategies?
High performance people will do better work if
they understand the context
© 2010 Proyectalis Gestión de Proyectos S.L.
119. Exercise
Form teams (Aye!)
Discuss something dumb
your teams did (decide wich
is the most dumb or funny
story ) – 5 min
Try to set a context on that –
what should’ve been told to
the teams that wasn’t clearly
defined? – 3 min
Debrief (2 min)
© 2010 Proyectalis Gestión de Proyectos S.L.
122. Scrum 101
Stakeholders
Product Owner Team
?
Sprint
Backlog
Scrum
Master
Product Backlog
© 2010 Proyectalis Gestión de Proyectos S.L.
123. Scrum structure / same product
?
? ?
? ?
© 2010 Proyectalis Gestión de Proyectos S.L.
124. Scrum structure / same product
?
? ?
? ?
© 2010 Proyectalis Gestión de Proyectos S.L.
127. Scrum structure / same product
?
? ? ?
? ?
© 2010 Proyectalis Gestión de Proyectos S.L.
129. Support teams
Scattered knowledge
Demotivation
Care less about quality (“eat
your own dog food”)
Repetitive errors (waste)
Only advantage: protect the
team (can be solved using
Scrumban or rotating support
members)
Many of this considerations are
applied to core / infrastructure
teams
© 2010 Proyectalis Gestión de Proyectos S.L.
130. Scrumbam
Sprint Burn-down:
Pending Selected. Dev. Valid. Integration Done!
SPRINT
Release Plan:
Fire!
PRIO
ASAP
Buffer Burn-up:
© 2010 Proyectalis Gestión de Proyectos S.L.
131. Scrum structure / several products -
clients
?
? ?
? ?
© 2010 Proyectalis Gestión de Proyectos S.L.
133. Scrum structure / several products -
clients
?
? ?
? ?
© 2010 Proyectalis Gestión de Proyectos S.L.
137. Communities of practice
Standards and policies
Tools
Dependencies, coordination
Best practices, lessons learned
R&D, training
Interviewing, hiring
Relationship and interaction with
other communities
Distributing resources amongst
teams
© 2010 Proyectalis Gestión de Proyectos S.L.
138. Criteria for Scrum / Agile structures
Customer orientation
Assign projects to teams, not
tasks to people or people to
teams
Cross-functional teams
(concept to cash)
Specialist with a tendence to
overlap knowledge
Feature teams better than tech
teams / silos
Self support better than
support team
© 2010 Proyectalis Gestión de Proyectos S.L.
139. “No, we can’t…”
Are there any real impediments
beyond “change is hard?”
Define if this impediments are not
in fact corporate dysfunctions to
be solved
If they are not, try to start
wherever you are and use
kanban: evolve from there
If “you can’t” do Kanban that
means there’s no value stream –
Danger!
If you’re still there after a few
months, maybe Agile is not for
you – Admit it, and move on!
© 2010 Proyectalis Gestión de Proyectos S.L.
140. Conclusions
© 2010 Proyectalis Gestión de Proyectos S.L.
141. Conclusions
Command and Control kills Agile, and shouldn’t be used on a
knowledge based, creativity dependant environment
Agile Management cares about flow, value, change, improvement,
but also about teams, motivation and self-organization.
Motivation of knowledge workers is deeply tied to security, autonomy,
mastery, purpose and social acceptance.
Leadership sets a role model, a purpose, a vision and takes the first
step. There are many kind of leaders, and they don’t necessarily
need authority.
Managers work with Scrum Masters / Team Leaders / Agile Coaches
to protect the teams and allow them use their skills to the maximum.
Autonomy is key for motivation and self-organization. Autonomy must
be obtained by the means of progressive delegation, good context
and goal setting. Managers work the system around the team.
Most Agile structures favor feature / cross-functional teams and single
entry point for work / prioritization
© 2010 Proyectalis Gestión de Proyectos S.L.
142. Thank you and…
BLOG IT!!
angel.medinilla@proyectalis.com
© 2010 Proyectalis Gestión de Proyectos S.L.
143. http://creativecommons.org/
licenses/by-nc-nd/3.0/
This presentation is based upon
the ideas and work of many
people. And while I’ve tried to
recognize copyrights and give
credit and attribution where
possible, I cannot possibly list
them all, so if you feel like
there’s something that should be
added, changed or removed
from this presentation, please
drop me an e-mail at
angel.medinilla@proyectalis.com
Special thanks for this one to Jurgen
Appelo and Mary Poppendieck.
© 2010 Proyectalis Gestión de Proyectos S.L.