Skip to main content

Agile Contracting for Internal and External Projects

How can you combine agile development with constraints of contracts and regulations?

International, virtual teams are more and more the rule in software development projects. Customers, suppliers and development partners define their cooperation for a project, work together for a while, then split, then come back together in a different form for a new project. Many projects occur in a strictly regulated environment.

In this open space event for line managers, contract managers, product managers, legal specialists and other people involved with requesting and supplying software development services, Heitor Fihlo, you (the participants) and I will examine the issues and co-create the solutions to your problems and your issues with contracting for agile software development services.

Heitor Roriz Filho is an "agilero". He currently works as an Agile Coach and Trainer in Sao Paulo. He has been dealing with Agile since 2004. He is the founder and Agile Coach of Massimus a company that is focused on APM training and coaching. Has has extensive international experience, having worked for companies like ITAUTEC-PHILCO SA, DaimlerChrysler AG, Fraunhofer Institut, Fundação Paulo Feitoza and FUCAPI.

Heitor and I will be moderating and leading the event. As a preparation, you might want to read my articles 10 Contracts for your next Agile Software Project and Explaining Story Points to Management.

This event will be held in German.

When: June 24, 8.00 to 12.30
Where: SwissICT, Vulkanstrasse 120, 8048 Zürich

More info & registration: Open Space - Agile/Scrum & Verträge mit externen und internen Kunden at the SwissICT


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 …

Money for Nothing, Changes for Free

“Money for Nothing, Changes for Free” encourages both customers and suppliers to focus on value.

A key advantage of Scrum projects is that at least once per sprint you have something that could be shipped and no work in progress. You can change direction every sprint, and you can reevaluate whether the project is a good investment or if your money could be better spent elsewhere. Abrupt cancellation is risky for the supplier.

While the concept of an early-exit penalty is not new, Jeff Sutherland gave it a unique allure with his allusion to the Dire Straits hit.
Desired Benefit Incentivize both customers and suppliers to focus on functionality that provides genuine value.
Structure This works with Agile software projects because there is little or no work in progress. After each Sprint, functionality is either complete or not started. Work is basically on a Time and Materials basis with a cost target, often with the intention that the project should not use up the entire project budge…