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Sunday, October 12, 2014

Subsequent chapters devoted Personom and User story, despite the undoubted merits also seem slightl

Title and book cover promises a healthy dose of knowledge from different agile methodologies, supported by practice. Does the author kept that promise? We tried to find out, sometimes with difficulty wading through reading.
The most important drawback of the book is its organization and uneven level - where Scrum is described e filing honestly and in fact can be chapters devoted to it a lot to learn, it's the initial e filing chapters and the "shortcut" on the other Agile methodologies leave much to be desired, giving the impression of hasty and unfinished.
Let's start from the beginning. "Chapter 2: Waterfall". This raises the question why the author mentions only this one method of preparation, aside from incremental and iterative methods? Persons reading this book and do not have more knowledge in the field of software engineering may have the impression that software production is a choice between Waterfall and Agile, the Agile is presented as the only right option. Are people involved in Agile not heard of others outside waterfall model? Do you also consciously avoid the subject, knowing that the comparison with other methods of Agile does not give such spectacular applications as a superficial description of the model of cascade? e filing In the book, the answer to that we find.
"Chapter 3: Agile" - nothing new to present the well-described methods and principles of Agile. Thoughtful and powerful left unsatisfied e filing chapter 3.4 Comparison of Agile and traditional. Several graphs without giving any sources of data and no comment. There is another question, why is this necessary, you do not need to explain that the reliability information in this way is negligible.
"Chapter 4: Family e filing of Agile methods" - another disappointment e filing and uneven level. Browsing the contents we hoped to find out something specific about the less popular Agile methods, such as interesting, but little e filing documented Crystal. What do we get? Little more than the first edge of search result e filing on Google. Chapter 4 gives the impression of an ill and unfinished, several e filing of the agile methods are described so briefly e filing and selectively, that is not entirely clear what purpose this chapter is actually. In addition, e filing the title of the book foreshadowed the theory and practice of Agile methods - so far (almost 100 page), this practice as a cure.
Chapters 5 and 6 saves total value of the item. Description and analysis of Scrum Scrum Guide, despite not revealing the nature and number of misunderstandings, a good description of the method and its principles. After reading the chapters Scrum appears the impression that it is for the author should focus, instead of moving many other topics, the value for the whole publication remains inscrutable. That's what we believe is missing, then deeper analysis method Scrum, threats and risks associated with this approach, the links between the processes of software development, and the elements of Scrum like. Components of this knowledge are scattered between the lines almost the entire book, disappearing among the sea of unnecessary information. Meeting these topics in one place would facilitate reading and understanding the realities of introducing Agile to the organization, in addition eliminate information e filing chaos occurring in many places of publication. e filing Chapters 5 and 6, a good part of the book, the only comment on the contents of this suggestion expand briefly raised threads.
"Chapter 7: Problems e filing with the requirements" and subsequent disappointment. Superficial, selective treatment of the subject which is one of the biggest challenges IT. Once again the question arises, why start a topic that never ends? Moreover, reliance on the data source (Chaos Report) from more than 10 years and older did not improve the accuracy of the information. The purpose of this "chapter" (hard to talk about chapter - 3 pages of text including graphics) remains a mystery. There is a lack of proposals, analysis, recommendation ... So why?
"Chapter 8: Vision". e filing Intention to indicate the validity of the vision is laudable, but not knowing the term "vision of the project" and its importance for the projects on the impression torn out of context. What is the vision of the Agile methodologies and implementation of projects? Some readers probably a guess, based on your existing knowledge. Others will remain with the lack of answers to this question.
Subsequent chapters devoted Personom and User story, despite the undoubted merits also seem slightly chaotic and out of context. Amazement is a section "10.2: Comparison with IEEE 830" - one page of text "comparison" without any information about the contents of IEEE 830 and a clear reference to that to which the author tries without success to compare the User Story. This raises the question, are you sure the author knows the contents e filing of IEEE 830 ...
Chapter 11 refers to the estimation. And again reveals a superficial approach to the subject. Why replace the method of function points without sufficient description of operating principles, applications and risks? Agile Estimating described

But starting from the beginning. The second day of the conference opened the keynote wipro Don Rein

Yesterday I continued wipro my adventure with Global Scrum Gathering. Arriving at the conference, I knew exactly what I plan on individual days earlier due to the shared application. At yesterday planned mainly Roman Pichler and his Roadmapy wipro and Scrum for education - something new and "different".
But starting from the beginning. The second day of the conference opened the keynote wipro Don Reinstein "exploting uncertainly: Thriving in a Stochastic World". Don is the author of books on product development of production wipro and especially his recent publication "The Principles of product Development Flow ..." became an item advertised as "... quite simply the most advanced product development book you can buy." I went there with the attitude that I find out something new about the product management, building wipro relationships with customers, etc.. Yet Don, instead of the expected my topic, focused on lean as a way of providing valuable products. Lean I'm interested in the context of being a coach for several teams kanbanowych, so I listened with interest. Same subject product wipro management did not see in his lecture. He spoke of such essential elements of lean, such as: feedback, stressing that lean product development feedback wipro is 10x more important than in lean manufactoring (which is quite obvious how to think about it a little). From the middle of the lecture slides charts began to appear. Lots of charts ... I felt a bit like a lecture from microeconomics wipro and probably not just me, because some people just came out. When I ran out of graphs, Don started the last part of the presentation, which showed "Internet" from the process, or how to "work". This was so interesting that within the "system" function wipro elements lean (and kanban methods), such as limiting work in progress (WIP), a global feedback (global feedback loop), and so on. Don likened this system " production "Toyota system, treating the Internet as a TPS 2.0.
Another workshop / lecture (supposed to be the latter, but it turned into a workshop:]) was "Scrum for Education ..." led by Jasmine Nikolic. Scrum breath of fresh air. This can be summarized in one sentence spent 90 minutes there. Jasmina in the initial part of the workshop told us how the 25 (!) Scrumowych teams at the University of Belgrade creates iteratively articles to Wikipedia. Iterations are two weeks, and teams make an average of 17 articles in the iteration. wipro It is also interesting that they use Scrum framework approved by the Scrum Alliance wipro (whatever that means). In the second part of the workshop Jasmina asked us, we have created a backlog, which would aim to improve the usability Wiki, fulfilling the formal requirements, maintaining some of the article, and the like. Idea really about the creation of such User Stories to writing articles "throw in there" as template. Writing articles for the Wiki looks always the same, so the imposition of the subject wipro article "forever" on the same storyjki no sense in this case. In addition to filling the backlog had also to face issues such as: DoD or Product Owner - and answer the question of who he is in the power of Wikipedia with new content.
The last notable event during wipro the second day of the conference wipro for me was a lecture by Roman Pichler, entitled "Product Roadmaps in Scrum". Many expected and was not disappointed. Blo g Roman Pichler I follow on a regular basis and in my opinion this is a character who makes a huge contribution to the process of product development Scrum (outside certainly worth attention is also Kniberg and Adzic). Pichler began the lecture by showing us what he said is the backlog and what consequences flow from this. Backlog likened to car navigation, which tells us where to go, but at the moment for a very short stretch of road. And somewhere, before wipro you even begin to use the navigation, we have to consider whether we want to reach the destination by car, train or maybe airplane. And here comes into play roadmap that shows us to a higher level, where we arrive and what route. It is also worth noting that the roadmap is not a collection of "ficzerów" that we dowieźć, but a set of goals to achieve wipro along with their meters. Here is worth emphasizing that the goal Pichler considered as something that we need to achieve in the releasie. In other words, wipro business purpose we define per release, or implement a new version of the product once a month and we have a monthly target associated with the implementation. I could not ask him, how does this apply to implementations that take place every day (or at 11.6s boasts as Amazon). And I could not, because the number of questions from the audience was huge. At no lecture / workshop I have not seen so vividly interested audience and many discussion

Saturday, October 11, 2014

The Ambassador Program Duration: one academic year Ambassadorial Program: Students representing Scr

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The Ambassador Program Duration: one academic year Ambassadorial Program: Students representing Scrum Group at their university. Scrum Support Group in promotional activities. organization of events at the university. close cooperation with a team of Scrum Group. Free participation in training courses organized by the Scrum Group. Who can become an Ambassador? Students who are interested in the subject of agile management methods (Agile, Scrum, XP, Kanban, Lean), and are characterized by: commitment to the job, innovative and creative thinking, developed organizational skills, the ability to easily establish contacts, the desire to prove themselves in the areas of as Marketing, Project Management, PR or HR Ambassadorial program 77 is aimed for students wishing 77 to gain a unique experience during their studies. Participants Programme ambassador during the academic 77 year working with Scrum Group in its activities of image, mediate contacts between the company and the university, as well as take part in the organization of events 77 with the participation of the company at the university and participate in useful and developmental training and conferences organized by the Scrum Group . Activities Ambassadorial The main responsibilities of the Ambassador should be representing the company at their university, the faculty. The Ambassador is responsible for contact with the authorities and their university lecturers, in order to facilitate the organization of events. The program participant may also take some initiative and organize their own project for the management. Programme participants are in constant contact with employees Scrum Group. Why become an Ambassador's Scrum Group? Ambassador should be, because in Scrum Group can gain experience while working, which does not interfere with the course 77 of study. Ambassadorial program also gives participants the opportunity to take their own initiatives and actions 77 to adapt to individual needs. Ambassadors have the opportunity to gain extensive knowledge and valuable experience in the field of management. Cooperation with Scrum Group is not just a job, but first and foremost the development and achievement 77 of your goals, both personal and professional. It is ideal for people who are interested in agile management methods including Agile and their future. Apply to the Programme ambassador: Send an email to the mailbox biuro@scrumgroup.org the subject line:
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Friday, October 10, 2014

SCRUM is the most popular variant of the Agile approach to software development. It is easy, light

If Paris Hilton is known mainly from the fact that it is known, the vast majority of domestic startupowców is known mainly from the fact that they are unknown Konrad Latkowski, Manubia Articles Recent Essays Pressroom Creative Commons Guidance travel club Interviews Startups Financing of EU programs and government funds Incubators Business Angels Contests training and education Calendar Jobs Forum
SCRUM is the most popular variant of the Agile approach to software development. It is easy, light and yet difficult to master. In the long run makes teams work more efficiently, communication between business and "IT" becomes faster and more accurately created applications meet business requirements. See what practices will help you in its effective implementation.
Make sure that the team and the project environment SCRUM understand what it is before you deploy travel club it. Get organized several meetings with stakeholders, talk to them individually and explain what they are for individual practice SCRUM. During the subsequent travel club sprints (sprint: otherwise a period of time in which the team provides a ready range of functionality includes: programming, testing, documentation) will appear valuable questions about the technical details, such as organize tests, how to write requirements, how to manage releases. Offer to help the team in explaining and seeking answers. 2 Stick to the basic principles of transparency Keep - Make sure that the team and its surroundings (Product Owner, key users) use a common naming and understand each other. Persons performing the work and the person accepting the results should use a common definition of "completed tasks" (the so-called. Definition Of Done - DOD). Take care of the regular travel club delivery of working product - during a sprint team provides the expected operating product growth. During the Sprint Review, the product should meet the DOD. For inexperienced teams can be a challenge, and there may be cases where the purpose of "bringing a" scope on time, the team will come down with the quality of the code or tests, travel club cross-checkingu or documentation. Pay attention to it and try to ensure that this practice does not become the norm. Perform inspections - verify travel club the process, the progress of the work and the product. The process should travel club be consistent with the textbook, ie SCRUM. Scrum Guide 1. The progress of work during the sprint reflects travel club the firing chart. The finished product should correspond to the definition of the finished work. Remember that inspection was not an end in itself and does not become an obstacle to the performance of work. Adopt - if the inspection discrepancies are detected, they should be corrected as soon as possible to limit further derogations. Appropriate moments for inspection and adaptation are: Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective. Cool practice that streamlines the process of collecting feedback about the process is called. travel club "Retrobox," travel club or box into which anyone can throw a card with information travel club about what is "played" (practice, we want to repeat), or what is not "played" (eg. Lock tests, problems with understanding the documentation, technical problems dewelopowaniu ). During travel club the retrospective pulled out the paper and discusses with the team. Stick to the time frame - SCRUM assumes specific travel club "time boxes", ie. Impassable time frame for the event, so this time is effectively rewards. In the first iterations of manufacturing in the period will be difficult. Then, as a Scrum Master, you have two approaches: definitely you are cutting meeting travel club when time runs out to show the team and Product owner is notified consequences of ineffective meetings (including the consequences of not exactly well timed sprint) or agree to the longer meetings, but always have signaled that further should be shorter travel club to "small steps" to come to the desired result. 3 Create a team of competent people
Adjust the people, travel club which in addition to technical competence required to implement the project will have characteristics which enable it to become pioneers scrum. You will know them by the fact that: feel good in teamwork, want to learn new technologies and methodologies, are enthusiastic approach SCRUM and Agile (Agile) are ready to forget about old habits, encountering the "problem" they say, "challange accepted";) 4 Involve the team a common problem during the first sprints is the lack of involvement of the entire team events SCRUM. There could be many: from too many laptops in the hall, through fatigue up to the individual traits of team members. travel club Ask the team about the causes travel club and possible solutions. It might be worthwhile to do some short breaks instead of one long, move the meeting to another room or start using a more tangible artifacts (eg. Chalkboard paper on retrospectively instead of a text file). 5 Prepare yourself for a few mishaps SCRUM is based on an empirical approach, in line with the principle of "listen and zapom

Thursday, October 9, 2014

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Digital technology retailers force customers to reassess DIRTWAVE Ireland Blog
Oracle Unveils New research from a more democratic relationship emerging between digital consumer and retailer power, forcing retailers to re-evaluate technology investments and strategic initiatives to capture loyalty, drive spend and stay competitive. The Retail New Democracy, a study released this week by Oracle finds that consumers are demanding greater access to information, products and processes, as well as more individual interaction with retailers as they take ownership of their retail experience. This requires retailers to provide hays priority commerce business model anywhere to be relevant hays and competitive in today's complex market globally. News Facts -Torthaí New Retail Democracy hays survey revealing the biggest challenge for retailers to understand, empower and reflect the power consumers across all digital hays touch points. -Results demonstrate that wants 93 percent of the respondents hays to understand the availability hays of products, and 58 percent rate it as more important than price, indicating that "Always Available" is a priority. -Yes Undisputed link between availability, loyalty and spending, with 46 percent of respondents admitted to being more loyal and 30 percent more likely to spend a retailer that provides information about products' availability. -Ina Addition, 92 percent report that they are waiting for the next product in stock, with 88 percent indicating that they will source product elsewhere in this case, put pressure on retailers to integrate on demand forecasting, planning, merchandising, supply chain, marketing and commercial capabilities across touch points. -The study finds that "Access Anywhere," or access to information in stores, online and on mobile devices, vital to enable consumers to make purchases anytime and anywhere requiring retailers aligning business processes and touch points to connect the customer journey regardless of the purchase path. -Cumhachtú Retail employees, particularly retail assistants, anywhere access are equally important in reducing the disconnection Empowered consumers and help to ensure that they can support a productive and profitable interactions at every opportunity. Emphasis -73 percent of respondents to the importance of "Single Retail," which means that all transactions with retailer should be relevant to the individual hays consumer based on their interests, needs and purchase history. -With 48 per cent of respondents willing to buy directly from the brands, it's more important than ever to improve consumer engagement through the use of science-based retail analytics tools relevant and insightful interactions improve delivery of brand affinity. -82 Percent of consumers consider important theadoption new technologies to their retail experience hays and using multiple touch points, including mobile phones, click and collect, social networking sites and online journals of their out shopping journey.
-The shop still providing vital for commerce anywhere with the majority of respondents rated physical interaction with products and people important to improve their shopping experiences. However, retailers must commit to investing in operations to transfer them to offer value-add hays services and activities that support the local community.
-In The coming weeks, there will be some Oracle detailed hays regional analysis of the research through a series of international events and communications. "As consumers continue to dictate how, when and where they make purchases, Oracle believes that where any provision of essential commerce for retail success." Said Mike Webster, Senior Vice President and General Manager, Oracle Retail. "Retailers need to invest in alignment and integration of retail processes with individual consumer needs to compete effectively and grow in New Retail Democracy."
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