Agile in Atlanta

I presented my presentation on Agile Foundations and Agile Myths twice this week. First to the PMI Atlanta Professional Growth event. Then today to the Enterprise Application team at Turner. I am pretty happy with the presentation and both were well received. One of the things I promised to both groups was to point people to some of the Agile Project Management resources available in Atlanta.

First, PMI has launched a Virtual Community for Agile Project Management. Both Mike Cottmeyer and I are involved in the core leadership of this team. This community has discussions groups, and with our our new efforts going into next year, the site will have new webinars, a newsletter, and papers.

There is an Agile Atlanta group that meets the first Tuesday of every month at the Matrix Resources offices. This group focuses on Agile development.

There is a Scrum Atlanta group that meets the 4th Wednesday of each month – except November and December sometimes. This is a broader group than the Agile Atlanta group – including project managers, testers, business analysts, and Scrum advocates.

Mike and I are also in the process of forming a PMI Agile Local Interest Group. Follow me here for more information. We hope to have details on where and when we are meeting pretty soon. This group will focus on Project Management for Agile Organizations and Scaling Agile into the Enterprise.

To all the people who attended my talks this week, thanks coming out and for the great feedback. Please come participate in the Agile community here in Atlanta.

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4 Responses to “Agile in Atlanta”

  1. Handly Cameron says on :

    I would submit that Agile Atlanta is the broader group. We focus on all things Agile, including Scrum, XP, Kanban, Lean, etc. Development is a small subset with most topics revolving around project management, testing, and Agile adoption strategies.

    However, we are all friends around here, with join promotion and even combined meetings some months, so it’s all good.

    Handly Cameron
    President, Agile Atlanta

  2. Glen B Alleman says on :

    Dennis,

    Many of the slides in your presentation don’t even pass the smell test.

    You’ve defined “predictive” process is the dumbest possible mistakes for credible project management, then set up simple minded agile solutions.

    If there project manager – probably IT project managers – that perform project work as you describe in the Predictive approach, then they get what they deserve – a failed project.

    Our poster Campaign at a large DoE site read

    Don’t Do Stupid Things On Purpose

    Many of the predictive methods your describe are “doing stupid things on purpose.” Want to stop having poor results, then stop doing stupid things.

    And BTW, the Standish reports have been throughly discredited in the reviewed literature (see IEEE Software as a start). Bad statistics, bad sample sizes and all around bad manipulation of the numbers. Basing your thesis of Standish tarnishes your good message on the first slide.

  3. Dennis Stevens says on :

    Handly,

    Thanks for your comment. I am a big fan of both groups. There does seem to be a big overlap these days – which I think may be indicative of the direction of the industry. Both meetings are awesome so everyone should come out.

    Dennis

  4. Dennis Stevens says on :

    Glen,

    Thanks for your comments. I am a big fan of your work on Herding Cats. A couple of comments and a pointer to my blog post response.

    I agree that the Standish reports aren’t sound. I use it and present that this is a controversial slide. I then ask the companies what their mileage is. Very few companies are hitting better than .500 on delivering on the promises they make.

    I also agree that the practices that exist in most companies fall into the category of what you call stupid stuff. But I don’t think they feel they are doing stupid stuff. They are trying to act responsibly based on their understanding. I don’t think anyone deserves a failed project.

    My experience is that starting the conversation with, “Stop doing stupid things”, is not a good place to open peoples minds. When a message, like your message on responsible project management, is so consistently received in a way that it results in destructive behavior, I am compelled to help them explore their underlying assumptions to help them understand how they can be more successful in their situations.

    Check out my response: http://www.dennisstevens.com/2010/11/25/standing-by-my-agile-claims/.

    Thanks,

    Dennis

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