The document discusses establishing an Agile Competence Center to help organizations improve integration strategies and processes. It outlines four phases to start an Agile Competence Center, including forming a team, assessing maturity levels, enforcing Agile practices on projects, and continuously improving. It also discusses different competency center models and codecentric Serbia's competence model, which has three developer levels from Software Craftsman to Certified Developer to Full Stack Developer.
Original Description:
An Agile Competence Center allows forward-looking organization to turn a
jumble of ad-hoc work into a coordinated, efficient and timely integration
strategy. One of the most important shifts of the Enterprise evolution is the
strategic positioning of the ICC from just being a knowledge and governance
Center of Excellence (CoE) to a complete service delivery organization.
Original Title
How to Establish Agile Competence Center Jovan Vidic
The document discusses establishing an Agile Competence Center to help organizations improve integration strategies and processes. It outlines four phases to start an Agile Competence Center, including forming a team, assessing maturity levels, enforcing Agile practices on projects, and continuously improving. It also discusses different competency center models and codecentric Serbia's competence model, which has three developer levels from Software Craftsman to Certified Developer to Full Stack Developer.
The document discusses establishing an Agile Competence Center to help organizations improve integration strategies and processes. It outlines four phases to start an Agile Competence Center, including forming a team, assessing maturity levels, enforcing Agile practices on projects, and continuously improving. It also discusses different competency center models and codecentric Serbia's competence model, which has three developer levels from Software Craftsman to Certified Developer to Full Stack Developer.
Jovan Vidic Senior IT Consultant @ codecentric !"#$% An Aglle CompeLence CenLer allows forward- looklng organlzauon Lo Lurn a [umble of ad-hoc work lnLo a coordlnaLed, emclenL and umely lnLegrauon sLraLegy. Cne of Lhe mosL lmporLanL shls of Lhe LnLerprlse evoluuon ls Lhe sLraLeglc posluonlng of Lhe lCC from [usL belng a knowledge and governance CenLer of Lxcellence (CoL) Lo a compleLe servlce dellvery organlzauon.
>>> Lean Integration a management system that emphasizes creating value for customers, continuous improvement and eliminating waste as a sustainable data integration and system integration practice Law 1: The Whole Is Greater Than the Sum of Its Parts Law 2: There Is No End State Law 3: There Are No Universal Standard Law 4: Information Adapts to Meet Local Needs Law 5: All Details Are Relevant
Integration Laws References Integration Competency Center: An Implementation Methodology, John Schmidt, David Lyle Software Craftsmanship: The New Imperative, Pete Mc Breen The Five Dysfunctions of a Team: A Leadership Fable, Patrick M. Lencioni 1. One version of truth 2. Reduce complexity 3. Accelerate change 4. Boost team productivity 5. Eliminate surprises 6. Save money >>> Why To Start Integration Competence Center >>> How To Start Agile Competence Center Phase I Form a team and sit together Perform self-assessment of the organization's maturity level Define goals Commit Take the responsibility Hold each other accountable Focus on results Have fun ! Phase III Put solution to work and retrieve feedback Criticize ideas, not people Fail Fast Phase IV Fix what is not working Evolve the model Operational efficiency *ZERO WASTE* Continuous improvement Define funding model to support competence center Phase II Protect the vision (Agile is there to stay!) Define organizational learning practices Enforce Agile practices on project/s Infrastructure === Code Define and deploy tools for specific technologies >>> Competency Center Models - Best Practices Seeks to leverage knowledge by establishing and documenting effective integration processes. - Standard Services Focuses on processes, including standardizing and enforcing naming conventions, establishing metadata standards, instituting change management procedures, and providing standards training. - Shared Services Optimizes use of resources by creating a shared environment for development, quality assurance and production. - Central Services Provides enterprise wide control over integration activities by specifying best practices, setting technology standards, and assuming responsibility for some or all aspects of every integration project in organization. - Self Service Supports an environment which is sufficiently standardized and automated such that it becomes almost invisible from perspective of the individual systems. >>> codecentric Serbia Competency Model SCl1WA8L C8Al1SMAnSPl * SLLl C8CAnlZlnC 1LAMS * CCA/u * 1uu * Su l * CC! S p r l n g
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CodecenLrlc Serbla compeLence cenLer was esLabllshed by group of Aglle enLhuslasL ln order Lo creaLe compeLence model whlch wlll glve posslblllLy Lo have same level of quallLy and commlLmenL from each developer ln Lhe company regardless of Lhe pro[ecL on whlch he ls worklng. Level I Software Craftsman Software Craftsman must have skills necessary to work in cross functional team which is capable to turn the agreed commitment into a valuable increment in each Sprint. He should be familiar with practices and tools which enable this cross-functionality, not only related to coding, but also from architecture, testing, requirements analysis and many other aspects which a team, and thus, its members, face during a project. Level II Certified Developer Although some people tend to argue against certification, there is still a lot of benefits for developer who is experienced in some areas to study course material and fill the gaps in his knowledge. For developers who are not so experienced, passing the certification will give solid foundation for dealing with daily challenges. By having team of developers who are certified and proficient in software craftsmanship practices, company will be able to mitigate risks of dealing with unmaintainable software with low code quality. Level III Full Stack Developer When company is large enough to have more projects which are including different technologies based on one platform, it is expected that team members are experts in some areas. That will cause that they must invest more time into solving technology/framework specific challenges in order to achieve high quality standards. To reduce time necessary to learn new technology team members should get proper training. Full stack developer is not only capable to finish his project, but he could also be valuable for the company by being recognized as expert in specific area.
Phase 4 - Project Management Financial Assessments Value in Using PERT, Risk Matrices, and Earned Value Management Memo Joseph M. Rivard Professor: Dr. Gonzalez PM620-1003B-01 September 10, 2010