Skip to main content

November Scrum Breakfast: SwissICT and the Journey to Agile

The SwissICT, largest IT and Communications association in Switzerland, has agreed to support an initiative from Ueli Kleeb, Reto Maduz (to name just of few the the interested people at Zühlke) and myself to form Specialist Group ("Fachgruppe") Lean-Agile-Scrum.

The November Scrum Breakfast will serve double duty as the founding meeting for the Lean-Agile-Scrum Group. All people interesting in promoting and developing Agile and related practices are invited to join us.

For a special event, a special keynote: Manfred Reindl, Vice President Engineering for Borland’s Lifecycle Quality Management division in Linz will discuss with us:

The Journey Towards Agile

While agile practices are starting to make their way into large enterprises, in most instances this has been a “bottom up” movement driven through grassroots efforts. But, as success stories draw attention to the benefits of agile practices, an increasing number of executives are considering making a company-wide agile transition of the R&D organization.

What does an agile transition look like when it comes as a mandate from the top? How do you scale agile principles from a single team to an enterprise with multiple teams working on multiple projects? How can the use of development tools help to implement Agile in an organization? How to track the progress on agile maturity?

Manfred Reindl shares practical answers to these questions, addressing issues such as the role of management in creating an agile culture, establishing new roles such as Scrum Masters and Product Owners and how to introduce Agile in geographical distributed organizations. Manfred provides insight that can help you translate agile principles from theory into practice for your enterprise.

Bio – Manfred Reindl

Manfred Reindl is Vice President Engineering for Borland’s Lifecycle Quality Management division, driving the development of tools and solutions for Test Management, Functional Testing and Load Testing. He is a key contributor for the transition of Borland’s Engineering to Agile development.

Prior to Borland, Mr Reindl ran at Segue Software an Engineering lab for the development of software testing tools, and as the SVP Engineering he was a key participant in the development of Segue's corporate strategy. Mr. Reindl brings over 25 years experience in the software development industry. In 1992, he co-founded ARC - developing and marketing SQLBench, one of the first load testing products for client/server applications. Prior to forming ARC, he was Assistant Professor in the database group at the Institute of Economic Informatics at the Johannes Kepler University of Linz, Austria. Mr. Reindl holds an MS in Computer Science and a Ph.D. in Business Informatics.


Date: November 5, 2008
Doors open: 8.00
Presentation: 8.35 to 9.20, followed by discussion until 10.00
SwissICT Lean-Agile-Scrum group founders meeting, 10.00 to 12.00.
Location namics ag, konradstrasse 12/14, 8005 Zurich (ZH, Switzerland) 
Language: English or German


Please register via xing.

If you cannot attend in person, this talk will be broadcast live as a webinar

Please register separately for the SwissICT Lean Agile Scrum Founder's Meeting.


Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Explaining Story Points to Management

During the February Scrum Breakfast in Zurich, the question arised, "How do I explain Story Points to Management?" A good question, and in all honesty, developers can be an even more critical audience than managers.

Traditional estimates attempt to answer the question, "how long will it take to develop X?" I could ask you a similar question, "How long does it take to get the nearest train station?

The answer, measured in time, depends on two things, the distance and the speed. Depending on whether I plan to go by car, by foot, by bicycle or (my personal favorite for short distances) trottinette, the answer can vary dramatically. So it is with software development. The productivity of a developer can vary dramatically, both as a function of innate ability and whether the task at hand plays to his strong points, so the time to produce a piece of software can vary dramatically. But the complexity of the problem doesn't depend on the person solving it, just …

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…