Building Reusable Assets With Agile Practices « Art of Software. When you start building reusable assets there is considerable awkwardness with trying to align your reuse strategy with iteration goals. The real challenge is when you are not sure about refactoring existing assets. You will discover hidden couplings to implementation technology or platform, undocumented assumptions about how something will work, and all kinds of duplications sprinkled across your codebase. Soon, you will find yourself asking the questions such as – What can we reuse? Didn’t we just solve the same problem? Is this reusable as-is or needs to be refactored? It will get easier to align your assets to a product line with time and practice. Product lines tend to grow and your understanding of the business domain expands. You are doing right if Warning signs You are spending week after week in design and architecture. Introduction to Agile and Scrum, Part 1 | Agile Development with. Network Blogs. I just finished reading a short book on applying lean prinicples to software development.
As we are following the scrum methodology for developing software products witihn our team I was just wondering how this methodology perfectly fits into the lean prinicples effortlessly. Thought I should blog about this to illustrate the Lean prinicples coming to life in the SCRUM methodology of software project management. Prinicple of Flow: According to the flow prinicple, people involved in producing a product work hand in hand without creating intermediate buffers. hey work on one piece at a time, producing a finished part with the minimum throughput time. World of Scrum: A prioritized backlog is maintained from which the team picks up one item, finishes it completely with testing and documentation and releases the feature at the end of sprint . It is not recomended to have too many 'in process' backlog items at one point in time during the sprint. Agile and the Fine Art of Gathering Application Requirements --
Agile and the Fine Art of Gathering Application Requirements Bloated enterprise systems are taking more time and money without providing what organizations really need. Learn how Agile methods can help. By Paulo Rosado Experience has taught many IT professionals that large systems are more complex to build, customize, and maintain. A 2002 study from The Standish Group ranks the usage factor of features across the average enterprise software system. Faced with these numbers, organizations must assess how much they are spending for application functionality that will never be used.
Why do organizations spend good money developing, purchasing and maintaining large, complex applications when they only really need half of what they are paying for? In the case of a purchased software package, the explanation is simple. When it comes to custom enterprise software, the explanation is a bit more subtle. In such a scenario, "more" is "less. " SCRUM in Under 10 Minutes. Agile Non-Functional Requirements | Tyner Blain. Just because your requirement is not a user story does not mean you have to throw it out when planning your next sprint.
See one way (that is working) for managing non-functional requirements with an agile team. Product Backlog Stories Every article* I can remember reading that explains how to manage a product backlog talks about user stories. Those articles are necessary, but not sufficient . You’ll create better products by developing them from the outside-in, with a user-centric point of view. *One loophole – scheduling refactoring (or the payback of technical debt).
A lot of articles talk about the need to do this, and refactoring is pretty much the opposite of a user story, since by definition, refactoring improves the software without introducing new capabilities. Atomicity What is really important, when scheduling sprints (or releases, if you are not doing scrum) is that you are scheduling solutions to atomic, measureable, valuable problems. Non-Functional Requirements Conclusion. User Stories and Use Cases | Tyner Blain. User Stories are one of the key agile artifacts for helping implementation teams deliver the most important capabilities first. They differ from use cases in some important ways, but share more commonalities than you might think. User Stories Applied Mike Cohn wrote User Stories Applied: For Agile Software Development. It is the book for understanding how to write, estimate, and use user stories.
What are user stories? A user story is a user-centric description of the goals that one or more people will achieve by using your product. A user story is written in the format As a [person in a role] I want to [perform some activity] so that [some goal is achieved]. That’s it. User-centered design (UCD) is an approach to product design that can almost be considered a philosophy. Out of UCD come different things that really drive how we create products today. A user story, in an agile process, bridges that gap. Conceptually, a user story crosses the same chasm as a use case. Usage Descriptors. Is Agile Development Only for Nerds? « Radiowalker: Tech Busines. Eskander Matta This man says, “No.”
So what? He may look a little nerdy but he is a Senior Vice President at Wells Fargo Bank and using agile development techniques, he has dramatically reduced the time to develop new products for Wells Fargo’s online business. What’s the big deal? Eskander Matta is not a software developer, and he is not in the IT department. Eskander is a banking executive, with a Harvard MBA, who thinks traditional development methodologies are impediments to building new online products faster and better. Eighteen months ago, Eskander got a group of bank employees together to take a meat cleaver to a development cycle that had 26 artifacts (think: pieces of documentation). As is most often the case, Eskander, the business guy, asked the IT dept what wiki to use. By underpinning everything with the wiki, communication and interaction between people was enabled.
What’s so interesting is… Like this: Like Loading... Technology Architecture & Projects: Agility in Convincing th. I have taught project management courses at the University of Wisconsin-Milwaukee since 2002. While I teach 'traditional,' process-oriented PM classes, I recently started teaching an "Introduction to Agile" course that I have now delivered twice. The course is a 2-day overview of Agile concepts and methods - students are introduced to the Agile Manifesto, a brief history of the "movement," overviews of Agile methodologies such as Scrum, XP, and Unified Process, and comparisons to waterfall/traditional process-oriented methods.
I also spend a significant amount of time debunking hype around these topics - concentrating on what Agile methods can - and cannot - do for an organization. The students are mostly senior IT folks up to the middle management level. I laugh, then I get on my kevlar vest...:) My students are bright, capable, and professional people. "Our CFO develops budgets on a fiscal year basis, and our estimates routinely turn into the actual budget. "Pair programming sucks! "