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| Calling All Agile Practitioners! (Agile India Yahoo Groups - Rashina Hoda)
Thu, 26 Jan 2012 22:21:36 +0000 Wish researchers would listen to what practitioners had to say? Want to make a difference to the state of Agile practices and research? Have experiences of |
| agile research (Agile India Yahoo Groups - amitoj)
Sat, 21 Jan 2012 14:47:14 +0000 Dear Members. I need your help because I have stuck between academics and industry. I am doing my research on KM practices in Agile teams, to accomplish this |
| Registered Participant?s Profile: Agile India 2012 Conference (Naresh Jain)
Sat, 21 Jan 2012 11:53:22 +0000 Professionals with 160 unique Roles from 144 different Companies worldwide have registered so far. Following is the profile of the registered participants: Companies 3i Infotech Freelance NSN Accept Software Corporation Gama-Tech NXP Semiconductors Aconex GE Energy Ostrya Labs ACS (Xerox GTOD) GE Healthcare People10 ADP Goldman Sachs, Inc. Persistent Systems Ltd Aegisoft Growth Matrix Philips Agical [...] |
| Kanban vs Scrum Myths and Hype? Guest Post (Venkatesh Krishnamurthy)
Fri, 13 Jan 2012 17:34:00 +0000 by Michael DePaoli It is my pleasure to have Michael DePaoli contribute articles to my Agile blog. Michael comes with rich experience in IT and the detailed bio is at the end of this article. Happy reading. First, a clarification; Kanban, as Anderson explains in his book, relies on change occurring in more of an optimizing manner (see kaizen culture). David Anderson's Kanban book This is the significant difference between Kanban and Scrum. In a Kanban approach, an organization can begin with their current practices with a few exceptions. A high degree of visibility into the state of all work queued and in progress Absolute respect for WIP limits A commitment to execution in a ?pull-based? manner from the prioritized work queue Kanban also demands a focus on quality. In fact, this is Anderson?s first step in his six-step recipe for Kanban. Quality comes first primarily because of the obvious cause-and-effect relationship to waste ? and because it?s generally more in the direct control of technical management. Working down his recipe, there tends to be less control and influence over the changes by technical management. Now for the Myths and Hype Myth: Doesn't just apply to Hype: Kanban at its core is summarized by the premise: ?Stop Starting, Start Finishing?. The entire team?s focus is on ?getting to done? for the tasks in progress. This statement is certainly true of Kanban, but the implication that Scrum does not have this focus is not true. Scrum done right has the same focus, delivering software sooner and doing so in priority order to maximize the value delivered to the customer. I?ve coached to Scrum teams for years that, wherever possible, everyone on the team should work on the highest priority item and get it done first before starting on the next item in the Sprint Backlog. This implies limiting WIP, as well as focusing on delivering the Backlog in rank order. If the focus of a Scrum team is to just get everything in a Sprint Backlog into an in-progress state, regardless of priority, then you have a dysfunctional team that?s most likely not working cross-functionally and certainly not focused on delivering the highest-value items first. Hype: The statement, ?The Kanban method is intuitive and is quickly and easily adopted by teams,? to me is a statement that?s used irresponsibly. It is too often a battle cry of those trying to sell Kanban as a product. It is the cop-out reason used by many organizations who are failing at Scrum and looking at Kanban. Author Bio : Over his 26 years in IT, Michael DePaoli?s experienced has included serving in different traditional roles in highly respected companies. The roles have included analyst, software engineer, quality engineer, development manager, project manager, Director of Engineering, VP of R&D, CTO and Consultant in companies, such as American Express, Sprint, Deloitte Consulting, Sapient, Knowledgepoint, Adobe Systems, AOL, NetApp and VersionOne. Michael works as an agile / lean coach and product consultant with the VersionOne services group. |
| Scrum Smells - Rarely Quoted (Venkatesh Krishnamurthy)
Fri, 13 Jan 2012 17:14:00 +0000
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| How does organizational culture impact Agile values and how to work (Agile India Yahoo Groups - Kripanidhi)
Wed, 11 Jan 2012 04:45:31 +0000 I found a very interesting paper on how organizational culture impacts agile values and how to work with it. It has a useful strategic perspective on how to |
| [Agile India 2012] Largest first-of-its-kind Conference in Asia :: Feb 17-19 :: Bengaluru (Naresh Jain)
Mon, 09 Jan 2012 08:40:52 +0000 Learn… Network… Explore… @ Asia?s Premier Agile and Lean Conference A refreshing yet intense 3-day conference where you can: Learn from over 135 expert practitioners and 120 hand-picked sessions. Network & share your knowledge and experience with over 700 eager international delegates from literally every software company practicing or exploring Agile & Lean. Explore diverse [...] |
| [Agile India 2012] Largest first-of-its-kind Conference in Asia :: F (Agile India Yahoo Groups - Naresh Jain)
Mon, 09 Jan 2012 08:15:17 +0000 Learn... Network... Explore... @ Asia?s Premier Agile and Lean Conference A refreshing yet intense 3-day conference where you can: * Learn from over 135 |
| Productivity is not equal to increased Profit (Venkatesh Krishnamurthy)
Sun, 08 Jan 2012 03:11:00 +0000
Have you ever been part of a tool selection team ? Have you proposed procuring any new tool to your supervisors ?
![]() Image: John Kasawa / FreeDigitalPhotos.net I have done this many times. I have been part of such tool selection committees. Most of the times we as developers are impressed with the new tools for many reasons. The reason for falling in love with a tool could be because of : 1. Ease of use, 2. Stability, 3. More features, 4. Better communication, etc All the above reasons are valuable, and in addition I have seen most commonly quoted reason being "Improved Productivity". Let us discuss more on this subject. If the tools getting procured are going to have an impact on multiple groups, one should look at impact of productivity in one group on the other. Let us take a fictitious example of Product owners procuring a tool that can generate User Stories with a click of a button. Product Owners are now productive, and they have increased generating User stories by >20%. What if we don't have similar tools at developers end to churn out these stories ? These generated user stories would go and sit in the backlog as inventories, which are wastes. One should be cognizant of the fact that Improved productivity may not increase in the bottom line. In fact, it might cause bottlenecks and increase in inventory. One of the key things to ensure improved productivity is by limiting the work in progress (WIP). If a tool that is getting procured is going to affect WIP, it has negative consequences on the system. Whether the tool is a high resolution communication device or a simple document repository one, the stakeholders shouldn't get carried away only looking at productivity. If the stakeholders intent is long term investments, they should look at the impact on their bottom line. Tool selection might increase productivity in one corner of the organization but might impact the bottom-line at the other corner. Summary: Tools are important for the organization. During tool selection process, improved productivity shouldn't be the driver for new investments. |
| Agile Teams to Avoid (Venkatesh Krishnamurthy)
Sun, 08 Jan 2012 02:25:00 +0000
Recently received a request from SmartBear representative to share one of Infotoons created by their team with the Agile World blog readers. Here you go.. |
| Agile India 2012 Conference Badges (Naresh Jain)
Fri, 06 Jan 2012 02:28:06 +0000 Promote the Agile India 2012 Conference, by showing off these badges on your websites/blogs/etc. |
| The Energy Project: Getting More Out of People by Demanding Less (Naresh Jain)
Mon, 02 Jan 2012 15:37:04 +0000 A company called The Energy Project, are experts in the field of work performance and the problem of employee disengagement. They believed that burnout is one of its leading causes, and focused almost exclusively on helping individuals avoid burnouts by managing their energy, as opposed to their time. Time, after all, is finite. By contrast, [...] |
| Deliberate Practice: The Expressway to becoming an Expert (Naresh Jain)
Mon, 02 Jan 2012 02:46:31 +0000 “Its God’s gift” or “S/he was born talented” or “S/He just lucky” is a common myth that undermines the relentless hard-work experts put to attain mastery in their respect work. Benjamin Bloom, a pioneer who broke this myth found out that: “All the superb performers, he investigated, had practiced intensively, had studied with devoted teachers, [...] |
| 11 People Who Changed the World and who Died in 2011 (And Were Not Named Steve) (Naresh Jain)
Sun, 01 Jan 2012 16:30:31 +0000 Dennis Ritchie – one of the creators of the Unix operating system and author of C programming language Ken Olsen – Co-founder of Digital Equipment Corp, the company that built PDP-7 (first computer to run Unix) Paul Baran – an important Internet pioneer who developed packet switching Jacob Goldman – in 1969 came up with [...] |
| Nine Things Successful People Do Differently (Naresh Jain)
Sat, 31 Dec 2011 14:08:57 +0000 Get specific with your goals Seize the moment to act on your goals Track progress – Know exactly how far you have left to go Be a realistic optimist Focus on getting better, rather than already possessing that skill Have grit (commit & persist) Build your willpower muscle Don’t overtax (tempt fate) yourself Don’t just [...] |
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