One of the first hurdle that any projects comes across is ability to gel as a team to deliver projects. Specifically when the teams are adopting agile where the key focus is around people and teams. The shift in ways of working from traditional to lean methods puts the teams at great discomfort to start with and often determines if you are able to adopt to agile or not.
All people working in an agile environment should reflect on the principles behind the agile manifesto from time to time. What do these principles really mean? What impact do they have for my daily business? Does my habit follow these principles? There's a nice exercise for agile teams to summarize each of the principles down to 3 or 4 words. An agile team needs to have a shared understanding of the principles and what they imply for the team's behaviour.
|Written by Sudheer Raju | Thursday, 15 December 2011|
CollabNet®, the global leader in enterprise cloud development and Agile ALM, has recently announced CollabNet Connect™, a new integration framework for its TeamForge® ALM platform. It enables customers to orchestrate and govern application delivery processes across commercial and open source ALM and cloud development tools. In addition to integrations with leading ALM tools like HP Application Lifecycle Management platform and JIRA, CollabNet Connect also brings the Git open source version control tool into an enterprise-grade ALM platform.
Any product team in today's world would want to deliver any or every feature right away and right now. Needless to say this not just puts pressure on the development teams but majority of times end up messing the entire hardwork they have done adopting agile to deliver continuous value. The natural course of action is to prioritize the product backlog in such a way that the value reaches the customer as quickly as possible and there is a commitment on minimum deliverable along with some others as should or could deliver kind of scope.
|Written by Sudheer Raju | Wednesday, 23 November 2011|
Axosoft, founders of Scrum Management software "OnTime" and an Independent Software Vendor (ISV) on building tools to help development teams manage their projects and ship great software has announced its first acquisition of SlickUpload .NET upload component. As part of the transaction, it has also added the exceptionally talented Chris Hynes as its newest member of its fast-growing Axosoft development team.
|Written by ToolsJournal | Tuesday, 15 November 2011|
I’m reading books on TRIZ and becoming enthusiastic about its potential for software development industry. Yes, it is not clear how to apply it directly, since TRIZ focuses on technical systems, but I believe we can apply general rules and even have solution patterns in the future. TRIZ has several patterns of evolution. Here are my thoughts about the most interesting patterns and their applicability to software development.
Have you come across a dilemma of what should the length of your sprint be? I guess his is a common question for almost all the teams adopting agile for the first time or some of teams who are struggling to get to a stable sprint length. We did have this issue too and could get to some interesting drivers that could be pointers to define the length.
|Written by Sudheer Raju | Thursday, 03 November 2011|
Scrum Master is responsible to ensure that the Scrum framework is established along with Scrum Values, practices and rules enacted and enforced. The ScrumMaster is the driving force behind all of the Scrum practices. Thus most of the ScrumMaster’s responsibilities fall entirely within the purview of Scrum itself. The role in itself might sound very light weight from the outside but single handedly holds the fort, sheilds the team from external interruptions and provides a tremendous value add to product owners helping them organize the business and product roadmap.
Writing contracts is a key topic for the sales team getting involved in Agile projects. While traditional implementation had defined set of methods to write contracts, not much has been experimented within agile based implementation. In the projects applying traditional methodology, companies had zeroed down on two popular models that are:
Agile Planning is one of the first and biggest challenges that you will come across if you are intending to transition to agile. Senior Management within enterprise in my experience expect overnight results since we now have moved to agile mode of delivery from either not having a delivery model/principles or traditional models. Well does that sound familiar? Being involved in transitioning teams to agile off late, have come across some common patterns which i thought could be classified into 3 levels that all teams have to go through before any team can confidently say we are working in agile framework.