Serwis Infona wykorzystuje pliki cookies (ciasteczka). Są to wartości tekstowe, zapamiętywane przez przeglądarkę na urządzeniu użytkownika. Nasz serwis ma dostęp do tych wartości oraz wykorzystuje je do zapamiętania danych dotyczących użytkownika, takich jak np. ustawienia (typu widok ekranu, wybór języka interfejsu), zapamiętanie zalogowania. Korzystanie z serwisu Infona oznacza zgodę na zapis informacji i ich wykorzystanie dla celów korzytania z serwisu. Więcej informacji można znaleźć w Polityce prywatności oraz Regulaminie serwisu. Zamknięcie tego okienka potwierdza zapoznanie się z informacją o plikach cookies, akceptację polityki prywatności i regulaminu oraz sposobu wykorzystywania plików cookies w serwisie. Możesz zmienić ustawienia obsługi cookies w swojej przeglądarce.
It is the late-80psilas and the U.S. Department of Defense is rolling out a new state-of-the-art system for scheduling satellite tracking stations that uses a text-driven display and communication over serial lines. Now 15 years, three failed replacements and over 20 million tax payer dollars later a final attempt at replacing the crippled system gets underway...using Agile. This experience report...
Yahoo! is a great proving ground for Agile. Since the introduction of Agile methods and practices into the company over five years ago, many contests of the Agile process have played out across the expansive Yahoo! software development landscape. Throughout its history, the spirit of Agile has survived, often in surprising and unexpected ways. Whether being mandated from the executive-level or arising...
In this paper we describe our Project Teampsilas journey from a process where design and planning work was performed away from development team to one where small cross-functional Feature Teams self-organized to complete design, planning, and construction within the same sprint. We introduced a process that allows User Interaction Designers and Business Analysts to work in sync with the Developers...
What happens when you get Agilists together to build an organization within one of the most ill-reputed bureaucracies in the world? When the Project Management Institute chartered a component dedicated to agile project management, it was a huge announcement. However, now the team had to deliver a fully functioning organization to support the agile-minded members within PMIpsilas membership...and do...
From 2005-2009 the author led Scrum teams in churches in Massachusetts, Connecticut, Florida, and Delaware. Scrum was designed to increase productivity and improve quality through teamwork. This experience report shows how Scrum was implemented in non-profit organizations to break down silos of knowledge and activity, encourage communication and collaboration, improve the working environment and personal...
In 2007, OpenView Venture Partners decided to adopt Scrum as best practice in software development in its portfolio companies and Scrum as the standard practice in internal operations. It is one of the first high-performance non-software Scrums that delivers twice as much value in fewer working hours. The model at OpenView provides data and a working manual on how to do Scrum outside of software development...
In a large agile organization (more than three teams or 30 team members) with self-organized empowered teams, R&D leadership roles are still needed to support teams through topics including resource management and strategic vision. This experience report will highlight these R&D leadership roles, describe flat, hierarchical, and matrix R&D organization structures, and then illustrate the...
After Dad's success with agile practices in his workplace, the Starr family borrowed lessons learned at work to form a highly effective iterative model of management for their home life. This agile-inspired methodology keeps a family of six organized and working together with less friction for more than three years.
As agile practitioners, a great deal of our time is focused on having targeted, directed impact. But sometimes we miss opportunities to repurpose our efforts into synergistic, many-pronged effects. Not multitasking/multieffecting, from one piece of effort. This paper will explore this topic, both in theory and in practice, specifically focusing on group pairing as an example of this. We will examine...
Over the past few years distributed and offshore teams have been held up as the most cost effective delivery model for IT projects of all types. Yet case studies do not support these assumptions. The authors had the opportunity to compare the productivity, quality and performance of collocated agile teams with distributed agile teams and found that the collocated teams perform substantially better...
Imagine yourself with a team that flies in from AU, the UK, and the US in bi-weekly shifts to work with a communications firm. Mix in inexperience, bad behaviours, vague program direction, and a mandated intro to Agile in a silo-ed non-agile environment. Couple this with a capability driven team whose focus is to assist other teams to drive out SOA: and you have a recipe for a Team in Flux.
For many organizations the transition to agile methods is problematic due to history of bureaucratization and subsequent extensive specialization of knowledge among people. Specialist knowledge inhibits self-organization and role interchangeability which are key elements of agile development. Knowing that bureaucracies are hard to counteract once established, how can development of general knowledge...
The increasing use of agile methods to develop UI-intensive systems has led to a need to find ways of integrating usability into agile teams reconciling the convergence and divergent points between the two areas. Agile usability researchers at Virginia Tech have partnered with Meridium, Inc. to develop and implement an integrated approach known as extreme scenario based design (XSBD). Based on an...
Software developers at Iowa Student Loan improved their technical approach for building Java applications by switching from Apache Ant to Apache Maven. In 2003 we started using Ant. We had a lot of success with Ant and became very dependent upon it. At first, no one was comfortable switching to a new tool because Ant seemed to be working just fine. In 2007, we decided to use Maven. Throughout this...
Success in adopting an agile culture depends on the organizationpsilas ability to adapt, while at the same time establishing common objectives and principles across the organization. This experience report observes this theme via the lens of a project team at Liquidnet, specifically through the user experience group.
Podaj zakres dat dla filtrowania wyświetlonych wyników. Możesz podać datę początkową, końcową lub obie daty. Daty możesz wpisać ręcznie lub wybrać za pomocą kalendarza.