Introduction The Bay Area Agile Project Leaders Network local chapter (BayAPLN) was founded in 2006 to support a community of practice in the greater San Francisco Bay Area to discuss, develop, and promote techniques for the management of agile projects and agile organizations. BayAPLN is a local chapter of the national Agile Project Leaders Network (APLN). Old APLN trifold Brochure.pdf BayAPLN seeks to provide developers, practitioners, and managers with a venue to share practical advice, experiences and insights from the application of agile software development methodologies to project management. We are also exploring and developing agile tools, understanding, and practices at the project, department, organization, and enterprise levels. BayAPLN will explore project and organizational management in an agile context as defined by the Declaration of Interdependence for Agile-Adaptive Management: Declaration of Interdependence (DOI) http://www.pmdoi.org/index.html We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices. Vision The Bay Area APLN is a renowned community of project leaders which demonstrates meaning and value through the use of Agile principles. Mission We develop, promote, and sustain a learning community of Agile project leaders through: * monthly learning events * opportunities for networking * experimenting with new ways to create Agile project leaders Principles/Values Principle Acorns: Sharing Adaptive Leadership Pragmatic Cooperative Knowledge Sharing Simplicity Responsibility Clear Communication Quality Pride Values General Sharing Adaptive Pragmatic Cooperative Leadership Knowledge Sharing Simplicity Responsibility Clear Communication Quality Pride Money Values 14-Supporting and Enabling Community Members 4-Supportive 6-Enabling 11 Low-Maintenance 9 - Transparency 8-Prudent Cost-Effective 7 - Integrity 7-Adaptive 3-Forward-Thinking 1-Tool Principles Our highest priority is to support our community through continuing creation of opportunities to deliver insight, learning, and networking . We actively support collaboration within our community. We embrace the energy of the motivated individuals in our community. We lean towards new initiatives and towards trust in those individuals to support our values while pursuing those initiatives. Value delivered to the community is the primary measure of our success. Simpler is better. The best outcomes emerge from self-organizing teams. At regular intervals, we reflect on how to become more effective, then tune and adjust. Participants are free from sponsor intrusion; sponsors may make themselves accessible; participants always have choice We publicly appreciate supporters of our community We fulfill our obligations to sponsors We clarify sponsor expectations before engaging. We value and foster connections to enhance the local agile community. Money Our accounting books are always open Our spending decisions come from open consensus of CoCo, and are captured in public minutes. For spending decisions, community support comes first. The burden of managing the money must be less than it's value It's not about the money. BayAPLN treats money matters in a way that complies with the values and legal requirements of our fiscal administrator: Dayspring, Inc. BayAPLN avoids debt Our financial dealings are congruent with our charter. We apply continuous improvement methods to our financial processes. We actively solicit community involvement and suggestions about BayAPLN's resource allocations. Candidate Principle We are guided by ongoing assessment of value to participants Objectives Areas of Measurement 10-Effectiveness Value to members Repeat Attendance New Participants Membership Growth User Utilization of BayAPLN Knowledge Success Stories How well we use our resources Networking Social Networking Business Networking 7-Sponsorships In Out 7-Attendance At Public Events At CoCo Meetings 4-Job Offers for members 4-Career advancement 3-Incoming Contributions/Dollars Dollars Charge for Attendance rather than membership fees In-Kind Contributions speakers Meeting Space Corporate Sponsorship 2-Publications 2-Education 2-Awareness Article in SF Chronicle Website hits/month BayAPLN Yahoo Group hits/month Survey Other groups acknowledge us 0-Website Hits 0-SIGs book groups philanthropy 0-Seminars 0-Regional Diversity 0-Membership 0-Food 0-Events 0-Diversity 0-Cooperative Ventures with Local Companies Project (Organization) By 31 Dec 2009, 400 Sign-Ups BayAPLN Yahoo Group By 31 Dec 2009, 400 Sign-Ups BayAPLN Linked-In Group By 31 Dec 2009, BayAPLN has Cash Reserves of $10,000 available for discretionary spending. By 31 Dec 2009, We will average 75 event attendees per month for 2009 By 31, Dec 2009, we will have TEN "Metal" Sponsors By 31 Dec 2009, 50% of persons in event attendance will have provided feedback declaring the value they perceived from each event. By 31 Jan 2010, 80% BayAPLN participants agree, by vote, that the BayAPLN organization has run consistently in alignment with Agile Values during 2009. By 31 Dec 2009, 100 BayAPLN folks have offered online public commentary and/or actionable feedback about the BayAPLN in 2009. Hold Every year BayAPLN increases membership by 20%. Membership is defined as being signed up with the Yahoo Group. By 31 Dec 2009, we will have ## members Retrospectives Measures of Activity Web Site Blog Attendance at events Success Stories By Mid-June 2007, 10 current members offer endorsements/stories describing BayAPLN as a source of help, appearing on the BayAPLN website. Patrons write success stories Members write success stories Incoming Contributions System Boundary Exhibits Context Diagram Boundary Visio File Draft20090606 Untitled Draft20061005 Untitled BayAPLNBoundaryExhibit2009.pdf BayAPLN National APLN Guidance Representation Funding Bay Area Membership Sponsor Funding Press Press Release Thought Leader Invitation Presentation Endorsement Learning Event Hosting Local Special Interest Group Interest Invitation Corporation Prospective Member Invitation Membership Member Meeting Notice Announcement Contribution Key Event Roster Committed Resources Personal time Energy Web Site Yahoo Group Meeting Space Outformations - Oakland Saleforce.com Meeting Sponsorship Outformations - Oakland Saleforce.com Personal Networks Money Decision Making from external and internal resources Permission to Iterate Support for Retrospectives Authorizing Players Members of the Coordinating Committee Decisions by Consensus Thumb UP = Agree/Support Thumb Sideways = OK Thumb Down = Disagree/Block Silence = sabotage Appendix A: Design Mandates Stuff that we discovered during Chartering re: technical requirements Charter Meeting Notes: Meeting 3/28/2009 Visit with Liturgy Our highest priority is to support our community through continuing creation of opportunities to deliver insight, learning, and networking . Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. We actively support collaboration within our community. We embrace the energy of the motivated individuals in our community. We lean towards new initiatives and towards trust in those individuals to support our values while pursuing those initiatives. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Value delivered to the community is the primary measure of our success. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simpler is better. The best outcomes emerge from self-organizing teams. At regular intervals, we reflect on how to become more effective, then tune and adjust. Roadmaps from Mar 17 BayAPLN Event Chartering Review work to date Objectives Refine Boundary Model Pace of Change Guidance for spending sponsor money Subtopic Issues: Action Items: Next Meeting Agenda: Meeting 4/14/2009 Objectives Action Items: Meeting 6/6/2009 Participants III Ainsley Paul Cesar Tom Schiff Joanna David Affirm Agenda Test for Done? Chartering Vision Mission Principles Objectives Boundary Exhibits Committed Resources Authorizing Players Road Map Issues Mothership Expectations about us Mothership attendees become APLN Members Input and participation with the National level? Understanding expectations about our involvement with the national organization Our expectations of the mothership Candidate Principle We are guided by ongoing assessment of value to participants A formal membership protocol Process for embracing (onboarding) new members Our strategic view of our online presence Event-Centric measure of value for participants Task force to design template for event-centric "smile sheet" to be answered by participants