Software Engineering Institute | Carnegie Mellon University
Software Engineering Institute | Carnegie Mellon University
SEI Podcast Series

Selected Category: Acquisition Support

May 28, 2015

Defect Prioritization With the Risk Priority Number

 Jeffrey Smith (Microsoft)

Will Hayes

 Jeffrey Smith (Microsoft)

Julie B. Cohen

"A defect that exists on my path is not really a high priority for you, but it is everything to me because it blocks my ability to use the system."

"A defect that exists on my path is not really a high priority for you, but it is everything to me because it blocks my ability to use the system."
March 26, 2015

Applying Agile in the DoD: Twelfth Principle

 Jeffrey Smith (Microsoft)

Suzanne Miller

 Jeffrey Smith (Microsoft)

Mary Ann Lapham

"Now, most DoD organizations are attuned to doing lessons learned at the very end of a project: What did we learn? What worked? What didn’t? What are we going to do different on the next one we are working on? But, we don’t wait in Agile until the very end. We do it to the end of each sprint, each release, each stopping point, if you will. So, the team actually gets involved in this. "

"Now, most DoD organizations are attuned to doing lessons learned at the very end of a project: What did we learn? What worked? What didn’t? What are we going to do different on the next one we are working on? But, we don’t wait in Agile until the very end. We do it to the end of each sprint, each release, each stopping point, if you will. So, the team actually gets involved in this. "

Categories: Acquisition Support

November 27, 2014

Agile Software Teams and How They Engage with Systems Engineering on DoD Acquisition Programs

 Jeffrey Smith (Microsoft)

Eileen Wrubel

 Jeffrey Smith (Microsoft)

Suzanne Miller

"We talked to a number of program managers. We talked to Agile software team members. The thing that surprised me the most was that all of the feedback that we got about these interactions was about the service side of systems engineering. It wasn't really about the transformation of artifacts. It was about how the teams engage with each other, how they communicate all across the lifecycle of the program. "

"We talked to a number of program managers. We talked to Agile software team members. The thing that surprised me the most was that all of the feedback that we got about these interactions was about the service side of systems engineering. It wasn't really about the transformation of artifacts. It was about how the teams engage with each other, how they communicate all across the lifecycle of the program. "

Categories: Acquisition Support

October 30, 2014

The State of Agile

 Jeffrey Smith (Microsoft)

Alistair Cockburn

 Jeffrey Smith (Microsoft)

Suzanne Miller

"If you have 6 people, you put them in a room, give them access to users, and you are done with the story. If you have 20, you’ve got walls between the people, so you’ve got conversation blocks. If you’ve got 50, you’ve got multiple technologies, multiple teams, and multiple floors…If you have 100 people, you’ve got consistency problems across teams."

"If you have 6 people, you put them in a room, give them access to users, and you are done with the story. If you have 20, you’ve got walls between the people, so you’ve got conversation blocks. If you’ve got 50, you’ve got multiple technologies, multiple teams, and multiple floors…If you have 100 people, you’ve got consistency problems across teams."

Categories: Acquisition Support

October 09, 2014

Applying Agile in the DoD: Eighth Principle

 Jeffrey Smith (Microsoft)

Suzanne Miller

 Jeffrey Smith (Microsoft)

Mary Ann Lapham

"We have seen teams that have devolved into just racing as fast as they can because they don't have the management top cover. We have also seen teams where the management understands that keeping that sustainable pace is part of what keeps the software coming. It is part of what makes their users happy. So, they work really hard to protect the teams in maintaining that pace. "

"We have seen teams that have devolved into just racing as fast as they can because they don't have the management top cover. We have also seen teams where the management understands that keeping that sustainable pace is part of what keeps the software coming. It is part of what makes their users happy. So, they work really hard to protect the teams in maintaining that pace. "

Categories: Acquisition Support