Principal, Atlantic Systems Guild, Inc. (New York office), USA
Tim Lister is a principal of the Atlantic Systems Guild, Inc., based in the New York office. He divides his time between consulting, teaching, and writing. Currently he is working on tailoring software development processes using software risk management techniques. He spends most of his time consulting on the front end of projects: project planning, project estimating and staffing, and project strategizing. He has been an invited speaker at the Agile Development Conferencethree times. Tim was a guest lecturer on software risk management at the Stanford University School of Business, and gave the Dean’s Lecture at the Rochester Institute of Technology. He was a member of the Airlie Software Council, a group of industry consultants, advising the DoD on best practices for software development and acquisition, and is a member of the Cutter Business Technology Council, as well as a Cutter Fellow.
Tim, along with the other 5 Principals at the Guild, is co-author of Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior, (Dorset house, 2008). He is co-author with Tom DeMarco of the text, Waltzing With Bears: Managing Software Project Risk, (Dorset House, 2003), which won the Jolt Award for best general computing text in 2003-2004. Tim and Tom are also co-authors of Peopleware: Productive Projects and Teams, 3rd ed. (Addison-Wesley, 2013). Peoplewarehas been translated into ten languages. Tim Lister and Tom DeMarco are also co-editors of Software State-of -the-Art: Selected Papers,a collection of 31 of the best papers on software published in the 1980’s (Dorset House, 1990). The two partners have also produced a video entitled Productive Teams,also available through Dorset House.
Tim Lister has over 40 years of professional software development experience. Before the formation of the Atlantic Systems Guild, he worked at Yourdon Inc. from 1975 to 1983. At Yourdon he was an Executive Vice President and Fellow, in charge of all instructor/consultants, the technical content of all courses, and the quality of all consultations.
Tim Lister lives in Manhattan. He holds an A.B. from Brown University, and is a life member of the I.E.E.E. and a member of the A.C.M. He also serves as a panelist for the American Arbitration Association, arbitrating disputes involving software and software services, and has served as an expert witness in litigation proceedings involving software problems. He is a Certified Professional for Requirements Engineering, certified by IREB.
AGILITY WITH MY RISK MANAGEMENT GOGGLES ON
Tim Lister is an admitted risk management zealot. He sees the agile methods as risk reduction techniques. Tim will comment on when an agile process makes the most sense, and returns the most reward. He will also comment on when you can know that you are truly agile. Hint: what do you know about your project that the rest of the world does not? Tim will also talk about some assumptions and constraints that have to be in place to operate successfully as an agile project within an organization, agile or not. He will conclude with an observation on a fundamental truth, which many wish to forget, on the systems development process.
MASTERING THE REQUIREMENTS PROCESS
Requirements are the most misunderstood part of systems development, and yet the most crucial. Software can solve almost any problem. The problem is that we don’t always understand what the problem is. Understanding the problem—the real problem—is the role of the requirements process.
This workshop presents a complete process for uncovering the real requirements, testing them for correctness, and recording them clearly, comprehensibly and unambiguously. This requirements process starts with the business—for it is only within the business that you can discover the real needs. When you know the real needs, it is possible to determine the system that best serves those needs, and to specify, completely and innovatively, the requirements to get the right system built.
This workshop shows you how to precisely define the scope of the business problem, to discover and involve the appropriate stakeholders, to use today’s techniques to learn what the business really needs, to innovate and find better ways to do the work, to communicate effectively and to write testable, unambiguous
More information you can find HERE.