In our current project, we use an approach of the minimal viable product and we steer it with the story mapping technique. From the discussions in our team, here are five guidelines (or just one?) for such an endeavor to ensure a better work-life-balance.Continue reading
Companies, not surprisingly, want to make business. New products are not created just for fun but they should contribute to this overall plan. For that, a performing team combining a couple fields of expertise is an excellent asset. Each of these experts brings in their respective methodology. The article agile innovation from stars to road outlines a basic collaborative structure. This article is about one aspect: the users’ experiences.Continue reading
The challenge awaits our project: How to deal with the many expectations from our customers that are far beyond the project budget? The answer in my current project – the sports event management system – is based on user story mapping.Continue reading
In our current project, a software for managing sports events, user stories play an important role when it comes to development. Interestingly the focus of the requirements conversation changed completely from one level of maturity to the next. And there is a pattern behind it, as it seems. It leads to user story mapping.Continue reading
Currently, I’m involved in a project to develop an event management system for large sports events. The goal is to replace a few existing systems with one integrated system that is able to cater for the coming needs. End of elaboration is closing in and we’re planning for the incremental delivery to follow during construction. Budgeting, estimation and release planning all turn around features (Part 2).Continue reading
Currently, I’m involved in a project to develop an event management system for large sports events. The goal is to replace a few existing systems with one integrated system that is able to cater for the coming needs. The project will last for about five years. The project team will grow to approximately 20 persons. We apply an agile unified process.
Part 1: Understanding business is a success factor. We use methods from user centred design rather than from business modeling.Continue reading
Given that stars to road has grown quite a bit it is time to give a quick overview over the toolbox we described so far (or wanted to but did not yet). This list is meant to grow, once we add more tools into the toolbox.Continue reading
What is it with the recent rash of manifesto’s?
Since the signing of the Agile Manifesto a plethora of other Manifesto’s have arrived on the scene. Software Craftmanship, Project Management to name but a few.
They add NO value to development, in fact it seems their sole purpose is so that the signatories can make more money.
To me, this feels like the rash of CMM’s that arrived in the 90’s. The original CMM was a useful tool for measuring the maturity of an organization. We needed one and only one. The CMM was diluted by a number of new flavours; for Hardware; for Testing; for Software resulting in a lack of clarity of objectives & direction. Finally this was consolidated into CMMI and now it has become about implementing maturity (which even sounds ridiculous).
How long will it be before the various manifestos are consolidated into another chocolate teapot? See http://www.usingenglish.com/reference/idioms/about+as+useful+as+a+chocolate+teapot.html
Much of Agile is simply about common sense. Do what is needed when it is needed!
Most of the real value of Agile methods is in how it enables us to knock the rust off old ways of working. The revelation that software development needs “people centric” is, in fact, no revelation at all.
The really big news is that developers need to engage in with the business. Oddly, this is the message that the vast majority of agilista’s fail to deliver to, failing to properly engage the business in the agile development process!
Tom Wujec’s TED Talk entitled “build a tower, build a team” is certainly worth six minutes of your time, it is fun to watch too.
I particularly like the statement that “Design is a Contact Sport!”
Take a look here http://www.ted.com/talks/tom_wujec_build_a_tower.html
Agile practice recommends to focus on business value. Those items with the highest business value should be implemented first. At the goto zürich conference held in April 2013, one recurring topic was how to prioritize backlog items.Continue reading
CIO magazines article on the importance of BAs to IT and CIOs is an interesting read. In particular it reinforces the difference between BAs who slavishly “flog the dead template horse” and those who are communicators and analytical thinkers. Take a look at the article here. Which type of BA are you (really)?
Markus and Pete will present Stars To Road at GOTO Zürich in April 2013
If you ever tried to propose an idea to somebody, you have certainly experienced a few personalities, like Joey has in this story. And after having met them Joey, for example, felt the urge to pin a picture of a cake in a sunset to his cubicle walls. For others, this is not sufficient and they have to create a lengthy comic strip.Continue reading
Innovative climate! Creativity methods! Excellent people! Agile! Leadership! Crowd innovation! Strategy! These is just some of the good advice found on the Internet on how to make a company more innovative. But there can be a bit more structure to such advice: four skills.
I regularly hear the “Agile is good, process is bad” mantra from various Agile communities. In a recent meeting on development methods one contributor even declared “process doesn’t contribute to the product so we should not put any effort into processes”.Continue reading
This morning’s RE12 keynote was excellent. Steve Fickas described his use of a gaming engine and other resources to create a virtual environment for testing / requirement elicitation for mobile devices.
Fickas went on to describe how he interfaced mobile devices under development to the virtual environment and use this for testing in early stage development iterations (it is more controlled / manageable than the real world)
Ken Blanchard coined the term The Seagull Manager in his 1985 book Leadership and the One Minute Manager. Blanchard described Seagull Managers who fly in, make a lot of noise, dump on everyone, then fly out. Do agile methods help or hinder this problem?