Avete avuto un'idea brillante. Si tratta di un servizio digitale. Però non avete nessuna competenza per svilupparlo tecnicamente. Nessun problema, vi direte, basta trovare una buona società di informatica e commissionargli lo sviluppo della soluzione software. E invece no, non è così facile. Sviluppare un servizio digitale non è qualcosa che si commissiona per poi ricevere il prodotto chiavi in mano pronto per l'uso. E' un processo iterativo in cui l'ideatore della soluzione interagisce costantemente con gli sviluppatori al fine di creare un prototipo da immettere sul mercato per testarne l'apprezzamento da parte degli utenti, e quindi implementare altre feature, modificare quelle esistenti, eliminare quelle inutili. Durante l'evento il metodo per lo sviluppo software agile, ci verrà presentato da Puria Nafisi Azizi, attivista dei diritti digitali e del free software, che ha fondato la società di sviluppo Axant per superare le brutte abitudini di sviluppo delle "fortune 200 company" sperimentate in prima persona.

1. AGILE A CRASH
INTRO
by @pna

2. REALLY??? In English??
Is there someone that doesn’t
understand Italian?

4. About me
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known as Puria Nafisi Azizi
happily working in AXANT.it
deep technical background
<3 building digital products
and <3 beer

5. Beer check
the challenge:
explain agile in
just two beers

6. ● working agile, first
time in 2005 (XP)
● working daily with
SCRUM
● tech lead for
fortune 200
● startups are my
daily fare

7. Agile???

8. Agile attributes
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Iterative
Adaptive planning
Self-organized
Evolutionary D/D
Time-boxed
Responsive rapid flexible

9. but technically speaking (soil to
soil)
is just a bunch of
methods and
processes to
facilitate the SDLC
and to produce the
best product, as
close as possible to
customer needs!

10. Why dev are always sad??

11. And why all the customers always
think to homicide???

12. There is a scientific reason
Software development is a CAS:
A Complex Adaptive System (CAS) is a
dynamic network of many agents (which
may represent cells, species, individuals,
firms, nations) acting in parallel, constantly
acting and reacting to what the other
agents are doing. The control of a CAS
tends to be highly dispersed and
decentralized. If there is to be any
coherent behavior in the system, it has to
arise from competition and cooperation
among the agents themselves. The overall
behavior of the system is the result of a
huge number of decisions made every
moment by many individual agents.
https://en.wikipedia.
org/wiki/Complex_adaptive_s
ystem

13. About CAS
● Feedback: each agent
reacts on information
flows
● Emergence: simple
interactions can give big
problems
● Non linear
● Highly adaptable
● Information exchange
● Cooperation
● Specialization
● Self organization: no
command and control
and continuous adapting
through the process of
feedback and
emergency
● Edge of chaos: not
chaos… means variety
and creativity leads to
new possibilities
The number of elements is sufficiently large that conventional descriptions are
not only impractical, but cease to assist in understanding the system.

14. KISS
Simple rules avoid you
to fall in the black hole

15. Example 1 (3 rules)
How ants search for food? No porta
palazzo. No cell phone/emails. How they
communicate?
1.Travel randomly in search for food
2. Take a piece of food and head
straight back to the nest. On the way
back to the nest lay down an odor
trail
3.Notify nestmates of the discovered
food encouraging them to leave the
nest. These newly recruited ants will
follow the odor trail directly to the
food source. In their turn, each ant
will reinforce the odor trail until the
food is gone

16. Example 2 (3 rules)
Birds Flocks, there is no leader
to manage them. But,
1. Separation: steer to avoid
stumbling upon local
flockmates
2. Alignment: steer towards the
average heading of local
flockmates
3. Cohesion: steer to move
towards the average position of
local flockmates

17. Let’s solve it by KISS
Here is one sample of
unnecessary complexity, too
many hierarchy levels:
A potential problem, unlikely in
small and medium
organisations, is deep
organisational structures.
According to Peters and
Waterman (1982), both Toyota
and Roman Catholic Church
have only five layers of
management in comparison to
Ford’s seventeen.

18. Beer check
one beer right?

19. Basic agile rules
1. Transparency
2. Feedback aka iteration
startup meeting -> feedback
CI -> feedback
TDD -> Feedback
Pair Programming -> Feedback
3. Self organization

20. SCRUM stimulates learning,
feedback, communication
and cooperation. Emergency
is possible in Scrum.

21. SCRUM video

22. Beer check
one beer right?

23. Track the errors to avoid failures
DEFECT: production anomaly (you can track it)
FAILURE: A product unit is not behaving as
expected anymore

24. FACTS not words
By just introducing
the iterative QA in
AXANT the ripples
went down from 26%
to almost 4%

25. Why Waterfall is a huge fail
● waiting the whole project time before seeing
something
● cannot make changes
● wrong requirements, wrong project
● testing is at the end, early bugs can affect
the whole product
● not interacting with the client, no evolving
needs. Changes impacts on late delivery
time and budgeting

26. Don’t you believe yet???
In my company AXANT after the introduction of
lovely customized SCRUM processes we have
just 3.7% delay on delivery