TECHNOLOGY TRANSFER PRESENTS CRAIG AGILE SOFTWARE DEVELOPMENT. Hands-on Practices, Principles, Agile Modeling, and TDD MAY 6-10, 2013

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1 TECHNOLOGY TRANSFER PRESENTS CRAIG LARMAN AGILE SOFTWARE DEVELOPMENT Hands-on Practices, Principles, Agile Modeling, and TDD MAY 6-10, 2013 AGILE, LEAN & ITERATIVE DEVELOPMENT Management Overview MAY 13, 2013 Certified ScrumMaster Course PLUS MAY 14-16, 2013 VISCONTI PALACE HOTEL - VIA FEDERICO CESI, 37 ROMA (ITALY) info@technologytransfer.it

2 AGILE SOFTWARE DEVELOPMENT ABOUT THIS SEMINAR This popular, high-impact, and hands-on course on Agile Software Development is aimed at developers looking for solid core development skills, and is based on industry leader Craig Larman s extensive experience coaching and applying Agile Modeling and Development (both Objected-Oriented and non-oo) for decades. What really matters is not a set of diagrams and documents, but a quality, running system that meets the needs and constraints of various stakeholders. Thus, how can we effectively apply modeling in an Agile value-adding practical approach, and how can it be integrated with programming and automated tests to create great software? And how to can we design software with technical agility to enable business agility? Finally, what are the overarching principles to the design of elegant, understandable, and extensible systems? In this intensive hands-on seminar you will find the answer these questions. There is a little lecture time, but the majority of the time is spent in high-value-education small modeling teams at the whiteboards while the coach rotates and works with each team, coaching the Case Studies while applying Agile Modeling, principles and patterns. The Coach will also help you implement your systems, while you lean the powerful practice of Test-Driven Development (TDD) with refactoring. Plus, acceptance TDD to move towards requirements as executable tests. The course involves multiple iterations of several Case Studies, in which the Teams go through repeating cycles of Agile Modeling, specification by examples table-tests that support acceptance TDD, and then development with unit TDD. On each cycle, the coach gradually introduces more principles and techniques to build software with agility. We apply a variety of education techniques established over 20 years of coaching and mentoring to maximize the learning, value, and fun, including buzz groups, multi-modal learning, and lots of hands-on practice. You will leave this workshop with much deeper core skills in Agile Software Development, supporting business agility and creative, collaborative product creation. OBJECTIVES Upon completion of this course, students should be able to: Think and design in in low coupled components or objects Design with core principles and patterns that enable software with agility Do Agile Modeling Do acceptance Test-Driven development Do unit Test-Driven development Apply basic refactorings and refactoring tools Write clean code Transform Agile models into code and tests Take a problem through requirements analysis, design, automated tests, and well-crafted software in the context of an iterative and Agile process The number of participants in the course is limited.

3 OUTLINE 1. Process and Design Agility Agile Development frameworks aim to increase flexibility or agility in the development organization, and thereby enable business agility. All this requires processes that encourage flexibility, and software designs and code that encourages agility. 2. Agile and Iterative Software Development We briefly introduce the family of Agile development frameworks, such as Scrum. These frameworks require Agile software development practices to enable the agility that they are trying create in the development and business units. these acceptance tests are distilled from the examples in a prior specification by example activity. We use a free open-source ATDD tool to implement these acceptance tests first, which then drives us to thereafter implement a solution so that the tests are passing. 7. Lightweight Domain Modeling Domain modeling involves creating an Object-Oriented domain analysis model to identify the noteworthy concepts, attributes, and associations in the domain of requirements under development. We apply Agile modeling to do collaboratively create a domain model, which will be useful input to subsequent design modeling. 3. Agile Modeling One key enabler of agility is Agile Modeling, a collaborative technique of modeling together in small groups at giant whiteboard areas. Agile Modeling is used throughout this course and you will leave with lots of hands-on experience in this important skill. 4. Requirements with Agility We explore the techniques and models of Agile requirements, including use-case diagrams, user-stories, impact mapping, and more. 5. Specification by Example This simple and powerful technique for detailed requirements analysis is an important component of the Agile toolkit. In this section, we practice, in detail, how to do specification by example. This involves coming to a shared understanding of a small requirement based on a set of (typically) very concrete examples related to the requirement. In this way, the people use an inductive learning method to comprehend a requirement. 6. Acceptance Test-Driven Development ATDD is a powerful high-impact practice in which the automated acceptance tests for a requirement are implemented before the solution code. And typically, 8. Sketches for Dynamic and Static Views In Agile Modeling, the team may create views that emphasize understanding or designing the dynamics of the system under development, such as collaboration diagrams of software object interactions. And they may create views that emphasize the static aspects of the system, such as design-class diagrams. In this section, we learn to create these views, and apply that knowledge the major case study under development. 9. Agile Architecture based on the Hexagonal Architecture Pattern We learn about the large-scale Hexagonal Architecture pattern and its relationship to the Layers pattern, and designing with Ports and Adapters. We apply this to our project, while Agile Modeling. 10. A SOLID GRASP: Core Principles and Patterns of Great Software What are the key principles of Object-Oriented software development, and how to apply them while Agile Modeling or hands-on programming? In this section we learn to apply the GRASP and SOLID principles of design to our case study project. These include Information Expert, High Cohesion, Low Coupling, Polymorphism, and many more.

4 11. Clean Code A majority of this intensive course involves hands-on Agile programming, in which we learn to create clean code. We examine key elements of clean code (including names, good methods, and error handling) and the many code smells associated with dirty code. AUDIENCE Developers, architects and other technical leaders Please, bring your laptop to the seminar. 12. Unit Test-Driven Development Unit TDD (or just TDD) is a key aspect of clean code and Agile Software Development. In short, it implies writing a unit test for one logic path of one method, before we implement the method, and vigorously refactoring the method after it is written. All this leads to designs with lower coupling and easy dependency injection. We learn the TDD cycle and develop all our code in the course using TDD. 13. Refactoring This is the critical third step in the TDD cycle, in which take the time to identify dirty code and code smells, and clean the code. We apply refactoring to all the code we create throughout the course, and learn many key refactorings, include Extract Method and many more. 14. Introduction to High-Frequency Design Patterns Design Patterns are a key enabler of flexible software, and therefore can enhance agility. We learn to apply some of the most common Design Patterns while developing our case study system, including Simple Factory and Adapter.

5 AGILE, LEAN & ITERATIVE DEVELOPMENT ABOUT THIS SEMINAR This practical, information-packed seminar summarizes the key research, ideas, and practices of Agile and Iterative Development, lean product development, and Scrum, aimed at executive and product-development leadership. This is a high-impact guide for Managers and Students to Agile or Lean product-development methods: what they are, how they work, how to implement them and why you should. Using statistically significant research and case studies, noted methods expert Craig Larman presents a convincing case for Agile and Iterative Development. Mr. Larman offers a concise, information-packed summary of the key ideas that drive all Agile and Iterative processes with the details of popular, noteworthy Agile methods: Scrum, Lean Software Development, and others. Coverage includes: Compelling evidence that Agile and Iterative methods reduce project risk Frequently asked questions Agile and Iterative values and practices From command-and-control management to servant-leadership Dozens of useful iterative and Agile practice tips New management skills for Agile/Iterative Project Leaders The Lean Thinking movement and its application to software development Key practices of Scrum, Lean Software Development, and more Whether you re an IT Executive, Project Manager, Student of software engineering, or Developer, Craig Larman will help you understand the promise of Agile/Iterative Development, sell it throughout your organization and transform the promise into reality OBJECTIVES Introduce Agile Methods and Lean Principles Analyze outcomes of projects that have used Agile Methods Convey the key principles in the new software development game Dispel myths and rumors AUDIENCE This exploration of modern Software Management best practices is appropriate for anyone guiding, managing, or in a software development Team.

6 OUTLINE 1. Agile Methods Agile product development frameworks aim to increase flexibility or agility in the development organization, and thereby enable business agility. They emphasize increasing transparency, inspection, and adaption, and flexible workers. 7. The Role of Managers Since self-managing teams and adaptive planning are key elements are Agile frameworks, this changes the nature of the manager roles. What are these changes and how can managers add value and help the teams? 2. Motivation, Evidence, Benefits There is indeed evidence that many aspects of Agile frameworks (such as cross-functional teams and incremental, iterative and evolutionary development) are beneficial. In this section we examine some of that evidence. 3. Agile Values and Principles Agile is based on 4 values and 12 principles. For example, Responding to Change over Following a Plan. We examine these values, with special attention to the contract game in traditional development. 4. Cross-functional Teams and Multilearning Agile teams are cross-functional, composed of people with different primary skills so that the team is capable of doing (or learning to do) all the tasks to complete product features, without handoff from or to other teams. And the people apply multilearning, developing skills in secondary and tertiary skills, to increase their and the team s flexibility or agility. 5. Iterative, Incremental, and Evolutionary Life Cycles Agile frameworks deliver a working product in short cycles (iterations or Sprints), and the product evolves based on feedback each iteration, applying adaptive planning. 8. Scrum, the most popular Agile framework By far, Scrum is the most popular Agile framework, with good reason. In this section, we examine some key elements of Scrum, including roles, events, artifacts, and values. 9. Scaling Agile and Lean Methods How do you apply Scrum to a product group of 1000 people, perhaps in multiple sites? We provide a few pointers to this large subject. 10. Lean Thinking Lean thinking, or the Toyota Way, is not the same as Agile methods, but it has been an influence on many Agile approaches. What are the key elements of Lean thinking? We explore some of these, including value flow, manager-teachers, managers practicing Go See and Help, continuous improvement, respect for people, and more. 11. Frequently Asked Questions We conclude the introductory seminar exploring the top questions that people typically ask, including the attendees. 6. Self-Managing Teams The 11th Agile Principle is about self-managing or self-organizing teams, which implies the team decides how to achieve there goals, without micro-management. We explore the implications of this.

7 Certified ScrumMaster Course PLUS ABOUT THIS SEMINAR The standard, basic CSM is two days; this CSM PLUS is a three-day in-depth seminar on the art of serving as an effective ScrumMaster or Agile Leader, on the Scrum framework, and the organizational changes involved in adopting Scrum. In addition to all standard CSM content, you will learn - through exercises and discussion - more key concepts and skills in Scrum and Agile methods, including Large-Scale Scrum, Agile organizational design, enterprise-level adoption and transition, Scrum in the context of offshore and/or multisite development, specification by example and its relationship to Acceptance TDD, how to do Agile estimation, splitting large requirements into smaller customer-centric requirements, Product Backlog prioritization, how to facilitate a Scrum Retrospective, how to coach a Sprint Review, and more. Surveys show that Scrum is by far the most popular Agile method worldwide - and with good reason. There are three roles in Scrum: Team(s), Product Owner, and ScrumMaster. This latter role is NOT a Project Manager in any traditional sense. The ScrumMaster is a process coach - someone who is a master of the Scrum method and helps the Teams and product owner apply it and maximize value with it. Agile Management is as radically different from traditional Project Management as Agile processes are different from traditional methodologies. Rather than plan, instruct and direct, the Agile Coach facilitates, coaches and leads. This person is called a ScrumMaster in the Scrum Agile process to denote the difference and remind the person filling this role of the new responsibilities. Accepted participants learn how to be a ScrumMaster and how to make a development team, a product group, or an organization Agile. Exercises, case studies, and examples used to bring home the realization of how to be a ScrumMaster instead of a Project Manager. PREREQUISITES: PRE-READINGS Participants must read (available online), before the course: The Scrum Guide Scrum Primer OBJECTIVES Through education and practice, a ScrumMaster should be able to: Remove the barriers between development and the customer so the customer directly drives development Teach the customer how to maximize ROI and meet their objectives through Scrum Improve the lives of the development team by facilitating creativity and empowerment Improve the productivity of the development team in any way possible Improve the engineering practices and tools so each increment of functionality is potentially shippable In addition to the above, PLUS objectives include ability to coach or advise more in-depth Agile and Scrum practices, including retrospectives, Agile engineering practices, and estimation sessions. CERTIFICATION There is an online exam to take, at the ScrumAlliance, to complete the certification process. The registration fee for the exam is included.

8 OUTLINE 1. Agile Overview Agile product development frameworks aim to increase flexibility or agility in the development organization, and thereby enable business agility. They emphasize increasing transparency, inspection, and adaption, and flexible workers. By far, Scrum is the most popular Agile framework, with good reason. We examine some of the big ideas. 2. Scrum Background The roots of Scrum start in the 1986 Harvard Business Review paper, The New New Product Development Game. We examine the background behind this research, and the key ideas in the paper, which were the impetus for Scrum. 3. Scrum Overview In this section, we summarize the key elements of Scrum, including roles, events, artifacts, and values. And especially, the need for transparency, inspection, and adaptation. 7. Sprint Planning Meeting This meeting kicks off the Sprint, in which the Product Owner offers a list of Product Backlog Items to the Team, and the Team creates a Sprint Backlog and forecast. We look at the outcomes and techniques for this meeting. 8. Daily Scrum This is a daily short meeting in which the self-managing Team members update each other on their progress, to foster coordination and collaboration. We examine the rules and techniques. 9. Product Backlog Refinement During the Sprint, the Team and Product Owner need to refine (or groom) the Product Backlog for future Sprints (much urgently, for the upcoming next Sprint). This should normally take between 5-10% of the overall Sprint duration. In this section we summarize the motivation, details, and various methods for estimation, requirements splitting, and detailed analysis. 4. Scrum Roles and Responsibilities Team, Product Owner, and ScrumMaster are the three key roles of Scrum. We explore the behaviors and responsibilities of each role, and how that may differ from your current organization. 5. Scrum Artifacts The Product Backlog of items, and Sprint Backlog of tasks, and the Product Increment are the three key artifacts of Scrum. We examine their contents, and how to create, modify, and use the backlogs. 6. Sprint The Scrum Sprint is the short iteration within which the Team creates a Potentially Shippable Product Increment (PSPI). We explore the implications of working in Sprints that deliver PSPI. 10. Sprint Review Meeting The goal of the Sprint is to product a PSPI, and in this meeting involving the Team, Product Owner, and other stakeholders, the group closely inspect the PSPI so that the Product Owner can decide to accept or reject the items and decide to actually release the product. In addition, the Product Owner seeks input for how to proceed in subsequent Sprints. 11. Sprint Retrospective Meeting The Sprint ends with a workshop in which the Team, ScrumMaster (and perhaps Product Owner) reflect on their ways of working, relationships, and environment, and generate an improvement experiment to try in the next Sprint.

9 12. Release Planning Before the first Sprint, the group needs to create and prepare a Product Backlog so that the Team knows what to work on. In addition, there may be a larger release goal that spans several Sprints. We examine the goals, activities, and techniques of release planning before Sprint The Art of the ScrumMaster The ScrumMaster is a teacher and coach of Scrum, who focuses on getting the Team, Product Owner, and organization to work well and to get Scrum to work well in the organization. We explore the myriad bodies of knowledge, issues, and techniques that ScrumMasters need to be aware of. 14. Tools for Fostering Self-Organizing Teams Teams in Scrum are Self-Organizing or Self-Managing, without a team lead or project manager. In the transition to Scrum, people at first may not be familiar how to effectively Self-Organize in a highly collaborative Team. We look at techniques and issues to help create a healthy and skillful Self-Managing team. 15. Introducing Scrum into the Organization We examine examples and techniques that Scrum- Masters and Product Owners use to more effectively introduce Scrum and create positive change in the organization. PLUS Topics Include Agile Estimation With relative point estimation, estimation poker, monte carlo simulation, and more. 18. Retrospective Techniques With system dynamics analysis, root cause analysis, collaboration exercises, and more. 19. Large-Scale Scrum How do you apply Scrum to a product group of 1000 people, perhaps in multiple sites? We provide a few pointers to this large subject for large, multisite, and offshore development, and introduce Large-Scale Scrum framework-1 and framework-2 for scaling to massive and multisite product development. 20. Visual Management In Lean Thinking and Agile methods, using big visible charts on walls, paper cards on walls, and other physical information radiators are important tools to foster collaboration and agility. We explore the motivation and modalities of Visual Management. 21. Lean Thinking Lean Thinking, or the Toyota Way, is not the same as Scrum, but it has been an influence on many Agile approaches, including Scrum. What are the key elements of Lean Thinking? We explore some of these, including value flow, manager-teachers, managers practicing Go See and Help, continuous improvement, respect for people, and more. 16. Communities of Practice In a cross-functional team organization, the concern of a single function (such as architecture, user experience, or testing) remains important. How to handle this cross-team concern? With communities of practice. In this section we examine this critical organizational element. 22. Splitting large requirements How do you take a large requirement and split it into much smaller customer-centric requirements? We will take real requirements from student examples, and show how to split them, using the many splitting perspectives, such as splitting by use cases, by scenarios, by specializations, and more.

10 23. The 3 Cs of User Stories User stories are a behavior of Agile and Collaborative requirements analysis, based on card, conversation, and confirmation. We look at the details of these, and how to do stories. AUDIENCE Anyone interested in adopting Scrum should take CSM PLUS as a foundation including potential Product Owners, and the Leadership Team. And certainly, anyone wishing to serve as a ScrumMaster. 24. Agile Requirements Analysis and Acceptance Testing We explore skillful and simple techniques such as specification by example, and Acceptance Test-Driven Development. 25. Design workshops How can team members, and cross-team members, collaborate on a shared design and architecture? We examine the practice of facilitated design workshops and Agile Modeling. 26. Agile Architecture How to grow a system with agility? We look at some of the behaviors and patterns of Agile architecture. 27. Many more exercises Related to scenarios and case studies of Scrum in action, benefits, problems, estimation, and more.

11 INFORMATION PARTICIPATION FEE SEMINAR 1 AGILE SOFTWARE DEVELOPMENT 2600 SEMINAR 2 AGILE, LEAN & ITERATIVE DEVELOPMENT 700 VENUE Roma, Visconti Palace Hotel Via Federico Cesi, 37 Rome (Italy) SEMINAR TIMETABLE 9.30 am pm 2.00 pm pm SEMINAR 3 Certified ScrumMaster Course PLUS 1600 HOW TO REGISTER You must send the registration form with the receipt of the payment to: TECHNOLOGY TRANSFER S.r.l. Piazza Cavour, Rome (Italy) Fax The fee includes all seminar documentation, luncheon and coffee breaks. within April 22, 2013 PAYMENT Wire transfer to: Technology Transfer S.r.l. Banca: Cariparma - Agenzia 1 di Roma IBAN Code: IT 03 W BIC/SWIFT: CRPPIT2P546 GENERAL CONDITIONS GROUP DISCOUNT If a company registers 5 participants to the same seminar, it will pay only for 4. Those who benefit of this discount are not entitled to other discounts for the same seminar. EARLY REGISTRATION The participants who will register 30 days before the seminar are entitled to a 5% discount. CANCELLATION POLICY A full refund is given for any cancellation received more than 15 days before the seminar starts. Cancellations less than 15 days prior the event are liable for 50% of the fee. Cancellations less than one week prior to the event date will be liable for the full fee. CANCELLATION LIABILITY In the case of cancellation of an event for any reason, Technology Transfer s liability is limited to the return of the registration fee only.

12 CRAIG LARMAN 1 AGILE SOFTWARE DEVELOPMENT May 6-10, 2013 Visconti Palace Hotel - Via Federico Cesi, 37 - Rome (Italy) Registration fee: 2600 first name... surname... job title... 2 AGILE, LEAN & ITERATIVE DEVELOPMENT May 13, 2013 Visconti Palace Hotel - Via Federico Cesi, 37 - Rome (Italy) Registration fee: 700 organisation... address... postcode... 3 Certified ScrumMaster Course PLUS May 14-16, 2013 Visconti Palace Hotel - Via Federico Cesi, 37 - Rome (Italy) Registration fee: 1600 city... country... telephone... fax Stamp and signature If registered participants are unable to attend, or in case of cancellation of the seminar, the general conditions mentioned before are applicable. Send your registration form with the receipt of the payment to: Technology Transfer S.r.l. Piazza Cavour, Rome (Italy) Tel Fax info@technologytransfer.it

13 SPEAKER Craig Larman, he serves as a management consultant, with a focus on organizational redesign and systems thinking, for flexible, high-value-throughput product organizations. His emphasis is scaling Agile principles and practices and Lean thinking to very large, multisite, and Agile offshore development (often, embedded systems, telecommunications, or investment banking), and coaching executive teams to succeed with larger Enterprise-level Agile and Lean methods adoption; these topics are the subject of his latest two books: Scaling Lean & Agile Development: Thinking & Organizational Tools and Practices for Scaling Lean & Agile Development: Successful Large, Multisite & Offshore Product Development with Large-Scale Scrum. Mr. Larman has served as the Lead Coach of Lean Software development adoption at Xerox, and serves or has served as a consultant for large-scale Scrum and Enterprise Agile adoption at Ericsson, Bank of America Merrill Lynch, Alcatel-Lucent, UBS, Nokia Networks and Siemens Networks (now, NSN), Thomson Reuters, Statoil, Cisco-Tandberg, and at Schlumberger, among many other clients. His work includes the best-seller globally on Agile methods: Agile and Iterative Development: A Manager s Guide. Mr. Larman is the author of Applying UML and Patterns An Introduction to OOA/D and Iterative Development, the world s bestselling text on OOA/D, Iterative Development, Modeling and the UML, translated to many languages and used worldwide in industry and colleges as the standard for introducing software design, modeling, design patterns, architecture, and OOA/D. He is one of the earliest Practicing ScrumMastersand one of the first worldwide authorized to coach and certify new ScrumMasters and Product Owners, as a Certified Scrum Trainer. He has helped lead Scrum adoption for organizations of over 25,000 developers.