Posts by Mike Caspar

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Feb04
2012 Leave a Comment

Written by Mike Caspar

Niaspan online without prescription, I recently had a revelation about the Title "Scrum Master" and why it seems to be so confusing in some companies, especially those that are moving from Command and Control to an Agile Environment. Niaspan tablets, I was observing the activities of a new team that did not have a Scrum Master but were trying to use the SCRUM Framework. The company had unfortunately not added this role in their new SCRUM team(s), niaspan online sale. Buy cheap niaspan internet, The reasons why are not important. Let's just say, find niaspan, Buy niaspan generic, they now have those roles.

When the Scrum Master was selected, some issues showed up over a perception of that person getting a "promotion" to a management type position, niaspan online without prescription. They were now the "Master of the Team" (or so the perception was), buying niaspan online. Order niaspan no prescription required, I managed to help that team out by simply reminding them the intention is that the Scrum Master role is as a Master of SCRUM, not a Master of the Team, niaspan overnight. Order niaspan without prescription, There are some management type abilities to be a Scrum Master for sure, but they are more directed to interfacing with the outside world and removing obstacles for the team, lowest price niaspan. Buy niaspan in us, There are some management skills required to be able to have the confidence to keep the rules of Scrum and push back and deal with different levels within the organization.

Remember, niaspan in bangkok, Niaspan cheap price, the word is SCRUM Master, not TEAM Master, buy niaspan no rx, Canadian pharmacy niaspan, Team lead, Project manager, where to buy niaspan, Niaspan for sale, etc.

Of course, cheap niaspan on internet, Buy niaspan low price, changing the order of the words would be inappropriate, but perhaps explaining the distinction to others might help clear up some of the confusion for your teams, niaspan price. Sale niaspan, The term is SCRUM Master

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Posted in How-To Apply Agile, Scrum, XP and Lean, Theory of Agile - Tagged agile adoption, scrum, scrum master

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Dec18
2011 Leave a Comment

Written by Mike Caspar

Motilium online without prescription, Recently, I was able to witness a remarkable event in a company that is relatively new to Agile. Order motilium in us, They have several teams at about Sprint 12, with several new teams just starting up, motilium order. Cheap motilium from uk, Many of their processes are waterfall based.

A failed waterfall project was moved to an existing Agile Team, approved motilium pharmacy. Cheap motilium internet, In the second Sprint, the Team (feeling trust in the organization and the process), motilium in malaysia, Purchase motilium no rx, came to the Scrum Master and said, "We'd like you to talk to management, buying motilium. We are not sure this project should be using the platform we develop on, motilium online without prescription. Motilium pills, We think another team's platform may be more appropriate".

The company had spent time developing a "specification document" for this "project" before Agile was introduced, cheapest generic motilium online. Cheap motilium tablets, There were detailed specifications as to how the product was to be created and which platform to use. NONE of this was done with the benefit of asking those that would actually be doing the work, motilium india. Motilium online without prescription, The project was initiated before learning about applying Agile. Motilium overnight delivery, One developer was tasked with following the specification. After 2-3 months of frustration, order motilium cheap online, Order discount motilium online, the developer left. This left the company in a bad position, motilium discount. Cheap motilium from canada, Not only was the project incomplete, but there was also no knowledge transfer, discount motilium no rx. The project was basically stopped, motilium online without prescription. Motilium cheapest price, As Agile was now the new target way of doing things, the project (and new developer hired through the previous process) were added to an existing SCRUM team, buy motilium low price. Buy motilium on internet, The team is using one week Sprints.

After only two Sprints (two weeks), motilium buy, Motilium online without prescription, the team had recognized the futility of the approach that was "specified" and took this to management.

Traditionally, motilium uk, Buy motilium online australia, large organizations staff for projects. Motilium online without prescription, In an environment such as this, how could team members be expected to be truthful and honest about the state of affairs. It would mean the end of their jobs or contracts, motilium tablet. Cheapest motilium online, The key here is to allow teams to stick together. Not only will you avoid losing all the efficiency the team has built up, canadian motilium, Buy motilium internet, but you will also allow them to be truthful about their situation.

If you are a manager reading this, buy cheap motilium online, Online motilium, ask yourself. "Do I want to know that things will go wrong at the beginning of the project or wait until 5 months have gone by to be told, 'We knew it would never work"", motilium online without prescription. Or even worse.., order motilium in canada. Motilium free sample, "We knew the product owner was asking for ridiculous features that had no Return on Investment for the company, but hey, order motilium no prescription, Where to order motilium, you hired us for this contract. We just follow instructions", motilium generic. Motilium australia, As it turned out, the project did continue with the current team, motilium us, Low cost motilium, but with some changes to the specification. Motilium online without prescription, The parts of the system that were going to be problems in 5 months were re-evaluated and were removed as they really did not have any real value to the company. It was then decided to stick with the same platform, order cheap motilium online.

Discussions did occur regarding moving to the alternate platform, but were deemed unnecessary after open discussion between the teams and the managers involved. Realistic expectations were set based on value to the company.

Sometimes features are absolutely mandatory for the product. This cannot and should not be taken away from the process, motilium online without prescription. What we gain here is that we are able to have a discussion about necessity. In the end, the business has to decide what is valuable, not the development team.

In a case like this, ask yourself, "If my team is very against this, maybe I should at least think about it".

The company is working in a very short iterative environment, they quickly recognized a flaw in the system design and dealt with it after only 2 weeks into a several month project. Motilium online without prescription, Working incrementally allows the company to "Inspect and Adapt" on a regular basis. This has to include the question, "Does this still make sense?". If you need to go backwards, let it be to reverse one or two Sprints of work, not months, or even years.

Fortunately, for the company, the product will come out on time, with appropriate technology based on Return on Investment, and likely with significant cost savings over the initial design. This will also allow the team to get started on other high value projects. Talk about win-win, motilium online without prescription.

This project could have gone to another team. It would not have been negative for the first team. The next project would have just come down the pipe for them.

The early signs helped adjust the "expectations" and everyone is moving forward with a clear understanding that they are on a more appropriate path going forward.

For those of you out there trying to convince companies (or yourselves) that Agile is an effective framework, don't be afraid to talk about "RISK MITIGATION".

Think about it this way; The company wants to know early on that there will be a problem, not near the end of the project. This is part of the purposeful transparency of any Agile framework.

Mike Caspar
Mike Caspar's Blog

Posted in Agile Case Studies, Agile Management, How-To Apply Agile, OpenAgile, Scrum, XP and Lean, Theory of Agile - Tagged agile, agile project management, OpenAgile, scrum

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Dec12
2011 1 Comment

Written by Mike Caspar

Mr. long online without prescription, A manager I am working with recently sent me this link. I have seen this topic discussed before, mr. long for sale, Mr. long online, but never so nicely worded. Thanks Charles, buy mr. long without prescription. Buy cheap mr. long, It is a discussion about how Jazz music is different than Classical music and how that knowledge could help to understand Agility.

Great post, mr. long for order. Order cheap mr. long, I think we'll hang this on the wall somewhere in the team room.

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Posted in Links to Agile Info, Theory of Agile - Tagged agile, Agility, Jazz

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Dec11
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Written by Mike Caspar

Mysoline online without prescription, "I now can see why Corporations have such a hard time identifying the Scrum Master in their organizations. Scrum Masters basically don’t fit either category, mysoline in bangkok, Buy mysoline canada, yet most corporate hiring is done based on hiring of “leaders” and “managers”."

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Posted in Links to Agile Info, OpenAgile, Scrum, XP and Lean, Theory of Agile - Tagged agile, Learning, OpenAgile, Philosophy

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Sep07
2011 1 Comment

Written by Mike Caspar

Keppra online without prescription, Recently, I was helping a friend of mine introduce OpenAgile into their environment. Keppra online, They are a software development house with some local and some overseas developers. I am occasionally following up with my friend to see how they are doing, cheap keppra from uk. Buy keppra from us, Their development has been going well since adopting Agile practices with the exception of a recurring problem with "returning bugs".

A bug will be discovered, keppra rx, Keppra from india, fixed, and then several weeks later will show up again after some other modifications, order keppra on internet. This is a sure sign that Test Driven Development is not happening, keppra online without prescription. Keppra from canada, Consider the following:

There is a master data entry screen called "Shipment Entry". The first field on the form has a "Shipper" field that allows the entry of a Shipper Code.

If you press CTRL-N, buy keppra online australia, Order cheap keppra online, you Should get a sorted list of Company Names ordered by CompanyName, paged 20 at a time, cost keppra, Keppra india, with a smaller selection if some of the characters of the company name have been filled out. The resulting list should appear within 3 seconds.

Today you downloaded the code, no prescription keppra, Drug keppra online purchase, recompiled and find that the drop down does not sort anymore.

You know that you have fixed this before.

Introduce the Test Driven Development Mindset.

Instead of opening a ticket, sending an email, buying generic keppra, Compare keppra prices online, complaining or whatever your process is, consider trying the following and introducing something like this into your source / version control.

Shipment Entry Screen Tests
Shipper	Field is Empty, low cost keppra, Buy keppra internet, CTRL-N pressed	List Appears, paged 20 at a time, cheap keppra no prescription, Cheap keppra in usa, sorted Alphabetically by Company Name within 3 seconds
Shipper	Field has "ABC", CTRL-N pressed	List Appears (filtered to show all companies containing "ABC" in the company name), keppra pharmacy online, Order generic keppra, paged 20 at a time, sorted Alphabetically by Company Name within 3 seconds
Shipper	Field has an invalid entry "INVALID", keppra online cheap, Find keppra no prescription required, CTRL-N pressed	Within 3 seconds, a pop-up appears indicating "NO COMPANY FOUND", keppra medicine, Keppra canada, the shipper field is blanked and the cursor is returned to that location. The popup disappears.

If any developer works on that screen, keppra order, Cheapest keppra prices, before checking in, they need to do all the tests on the SHIPMENT ENTRY TESTS document to ensure they have not broken anything.Don't get me wrong, keppra approved. Keppra online without prescription, The idea is not to document the entire screen up front. Keppra cost, Try to avoid designing the ENTIRE UI up front in this way. That has it's own non-agile problems, buy cheapest keppra online. Keppra cheapest price, This is just an easy way to introduce future changes using a different mindset.In my example above, there is a field called "Mode of Transport", keppra no rx required. Certified keppra, It currently shows a list of numbers which internal employees "KNOW" from years of experience with the application. When that number is selected, it gets converted into something like "MAIL", "COURIER", when it is printed on the final document, keppra online without prescription. Your team has agreed to do work to have it show the appropriate labels in a drop down on the screen.Traditionally (non-test mindset), buy keppra online, Find cheap keppra, you would send out an email or open up an issue with a request for this change. Then, keppra buy online, Online pharmacy keppra, the cycle will continue again. As time goes by, find discount keppra online, Keppra sales, you will always need to re-check this is working properly.

Try something like this instead:

When you have finished your planning and have decided this "story" or "feature" will be introduced to this cycle or Sprint, pharmacy keppra, simply modify this document as follows;

Shipment Entry Screen Tests
Shipper	Field is Empty, CTRL-N pressed	List Appears, paged 20 at a time, sorted Alphabetically by Company Name within 3 seconds
Shipper	Field has "ABC", CTRL-N pressed	List Appears (filtered to show all companies containing "ABC" in the company name), paged 20 at a time, sorted Alphabetically by Company Name within 3 seconds
Shipper	Field has an invalid entry "INVALID", CTRL-N pressed	Within 3 seconds, a pop-up appears indicating "NO COMPANY FOUND", the shipper field is blanked and the cursor is returned to that location. The popup disappears.
Mode of Transport	Entry into Field	Keppra online without prescription, Within 1 second, when entering this field, a drop-down list appears show full descriptions, sorted alphabetically by Mode of Transport.

Granted, the tests will eventually become cumbersome. However, please remember that someone will eventually be testing these screens and find these bugs in a never ending circle. My friend found that every morning they were having to go through all the screens to see what "new things" were broken.

Why not just try to get it right during your Cycle or Sprint .

In the above example, as soon as someone takes on this task, they will have a failing test (Red), they will do what they need to do to get the test to pass (Green), and then will adjust the code to be efficient (Re-factor).

Although Test Driven Development is better done at other places in the code, this is a great way to introduce the "Mindset" into your team, keppra online without prescription.

Someone will eventually say "This is getting to be a hassle. Can we automate it somehow?", which as an Agile person is exactly the words you eventually want to hear.

Maybe now, you can start to introduce it at the Unit Test, or Functional Test or whatever level is appropriate to your organization. There are some more formal ways of doing TDD such as Extreme Programming (XP).

The important thing is that your company will have shifted to a Test Driven Mindset.

The quality of your product will increase and stay that way and the need to go back and fix old bugs in a never ending cycle can soon be a thing of the past.

OpenAgile

Scrum

Extreme Programming (XP)

Posted in How-To Apply Agile, OpenAgile, Scrum, XP and Lean, Theory of Agile, Uncategorized - Tagged test driven development

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Aug23
2011 Leave a Comment

Written by Mike Caspar

Kenalog online without prescription, Inevitably, there will be some change to your team. Kenalog australia, Someone will leave or perhaps you will have new members joining you.

Either way, cheap generic kenalog, Order discount kenalog online, you will be asked the question "Where should I sit?".

Do not take this question lightly, kenalog without prescription. Kenalog price, You have the opportunity to make significant changes with the addition or departure of a team member.

There are many different types of personalities in a team, kenalog online without prescription. Because of this, order cheap kenalog, Real kenalog without prescription, you cannot realistically expect the same personal interactions between people sitting next to each other.

More importantly though, order kenalog no prescription required, Kenalog in us, it is your responsibility as a Scrum Master, Mentor or Coach to consider the positive adjustments which can be made during this great opportunity for change, where to buy kenalog. Buy no rx kenalog, A simple example to get you thinking about this could be....

You have a developer sitting at an end station with a slightly restricted view from the rest of the team.

This team member does not ask for help when he or she needs it.

You will be adding a developer to your team.

Trying to talk to the developer who does not ask for assistance, kenalog in malaysia, Buy kenalog lowest price, may help. Kenalog online without prescription, However, why not consider using this opportunity to solve this problem in a different way.

If the developer is moved to a more central location, lowest price for kenalog, Cheap kenalog from usa, they will not be as separated from the group. Perhaps this would give them more opportunity to ask for help, kenalog buy, Buy kenalog low price, increase their communication level with peers, and if you are lucky, cheap kenalog tablets, Buy kenalog cheap, the other team members will more easily recognize that this is happening an spur this person on to get them to ask for help.

So, kenalog pills, Where to order kenalog, where do you put a new developer ?... Certainly not off at the end by themselves, buy discount kenalog online. The new person will feel isolated, and will have a harder time integrating, kenalog online without prescription. Kenalog malaysia, The team is already a very close unit and has gone through the team development stages of Forming, Storming, kenalog pharmacy, Kenalog bangkok, Norming, and Performing, kenalog uk. Order kenalog from canada, With the addition of the new team member, this cycle will start again and will make it even harder for them if they are on their own at the end of the seating layout, discount kenalog online. Order kenalog no prescription, Reminding the team of the four stages of team development before a new person comes on board can be a big help. It reminds all team members of how hard it is to integrate new members and the likely result of the addition.

Many people can get attached to their desks or workstations, kenalog for order. Kenalog online without prescription, Therefore, moving people around in a traditional environment can be a painful experience. Cheapest generic kenalog online, In an Agile team, life is about change, lowest price kenalog, Order kenalog overnight delivery, adapting, adjusting to what is happening and making positive changes to improve productivity and enjoyment, buy kenalog no rx. Discount kenalog no rx, As team members move locations, they will learn different skills and ideas from the person sitting next to them, cheapest kenalog. Order no rx kenalog, It will also be common place to adjust as necessary.

Changing team member locations also helps change things up and gets rid of complacency, kenalog side effects. A danger for an Agile Team is no longer attempting to make changes and progress because everything is "fine" or "perfect", kenalog online without prescription. Buying kenalog, If you are hearing these things from your team in Review or Retrospective meetings, perhaps it is time to change desks just to get change happening again, best price kenalog.

There may be other personality or non-team type things you wish to address. Instead of bringing that person into an office and talking to them, you could solve things by simply changing desk locations.

Better yet..... If you have a team that has embraces and practices Consultative Decision Making, why not ask the Team where the new person should sit to be most effective!

References:

Scrum Master - Scrum Alliance
Consultative Decision Making -Open Agile Institute
The four stages of team development -Wikipedia.org
.

Posted in Agile Management, How-To Apply Agile, OpenAgile, Scrum, XP and Lean - Tagged agile, OpenAgile, team rooms

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Aug04
2011 2 Comments

Written by Mike Caspar

Jungle burn online without prescription, I recently introduced a small software development company to the ideas of Agile development, the culture of Agile, and of course some of the fundamentals of working in incremental steps. We focused specifically on OpenAgile. Cheapest jungle burn online, They started their first cycle with great enthusiasm and with as much attention to detail as possible, but still ended up completing zero story points in their first cycle. Is this is a disaster, jungle burn professional. The short answer... NO.

The company has gone through two major releases based on non-agile methods with limited success, jungle burn online without prescription. Buy cheap jungle burn online, One of the owners of the company has been a long time friend and we discussed doing some Agile training with his employees to "see how they felt" about learning about OpenAgile.

There were no commitments made to it. The idea of "Hey, find jungle burn online, let's learn about this and see if it's right for our organization" was the goal. Jungle burn medicine, All the team members were told that the company was considering (with emphasis on considering) switching to OpenAgile and would not do it if everyone didn't feel like it was worth the effort and made sense for them. Jungle burn online without prescription, It was stressed that OpenAgile is not a silver bullet and may not be right for them. The effort was purely exploratory in nature.

As this company is in software development, jungle burn side effects, Agile development easily made sense for them. Jungle burn tablet, They were so excited by the OpenAgile training, the developers and the owners decided to immediately abandon their existing plans for development and refactor. The fact they felt they could do this shows true management leadership and support for the process, generic jungle burn.

I have to congratulate my friend for his courage in supporting his team, jungle burn online without prescription.

The team determined that they were working on functionality which would not provide the greatest Return on Investment and decided to adjust their priorities accordingly. Best price for jungle burn, A great deal of our time was spent during the training on the ideas of Consultative Decision Making and encouraging openness between those involved in the process. All team members are encouraged to be open about their opinions during planning and if they find something wrong during the cycle, to speak out, jungle burn canada.

I find that having management and stakeholder support and encouragement in the process is almost mandatory for Agile to work. Jungle burn online without prescription, Without the understanding from the owners of the company, the culture required to make it work will inevitably cause friction "around the edges" of the Agile team. Order jungle burn from us, We spent time on the concepts of ROI (return on investment) and how to apply it to estimating, planning, re-estimating, cheap jungle burn on internet, and selected work. Jungle burn rx, In using OpenAgile, we want to work on the tasks that give us the biggest value over effort factor or ROI.

We followed the OpenAgile syllabus, buy jungle burn in canada. As an OpenAgile trainer and mentor, Compare jungle burn prices, I had easy access to material to teach in an organized fashion. Their environment is complicated by owners in multiple cities and developers in 3 different cities including an overseas component, jungle burn online without prescription.

Openness about the potential pitfalls of remote teams made a big difference to the attitudes of those taking the training and the final outcome. Learning OpenAgile, where to buy jungle burn, Scrum, Jungle burn uk, XP Programming, or any Agile process is difficult enough without adding the component of two remote teams and overseas development.

Many people leave their OpenAgile training realizing that it is a very effective framework and are anxious to get rolling, jungle burn cheapest price. Because this company and the team decided to continue with OpenAgile, Buy generic jungle burn, they started the preparations for the first cycle to begin the following week (after a long weekend break). Jungle burn online without prescription, The cycle started, cards were created as Story Points, and the work began in earnest. They had many surprises. I had been unavailable through their first cycle and had very little ability to keep up with how they were doing because of a new Scrum Team I was working with, jungle burn no rx required. In retrospect, Drug jungle burn online purchase, I am glad I was not there to give advice. They did fine on their own :->

In true Agile form, they figured out on their own what was going wrong and when I talked to the owner several weeks later I found out that they had already determined their mistakes, buy jungle burn from india.

The team was actively taking steps to improve the next cycle, jungle burn online without prescription.

If senior managers encourage the right environment and let the team self-organize... Buying generic jungle burn, you know what.. they likely will :->

Things that went poorly

Two days into the cycle, some of their overseas developers went "to visit family", jungle burn purchase. They did not realize at the time, Buy cheapest jungle burn, this was local code for "going on holidays". Jungle burn online without prescription, I heard from the owner later that if they had not asked why they did not get responses to emails, they would not have known the other developers were away.

The Stories were Too Big. Because of the combination of the new way of doing things and the excitement about how much could get done as an Agile team, the team bit off more than they could chew.

Attempts at Test Driven Development did not go well.

The first two week cycle stretched to 3 weeks because the team didn't want to have Zero velocity as they felt this was a failure

One display bug crept into the first demo related to two different ways of refreshing data on the screen

Things that went well

The team talked regularly about how they were doing and worked on regular status updates to determine where they were during the cycle, order jungle burn no rx. This is also how they found out about the missing developers.

The owners and managers had an active involvement in helping to remove obstacles.

The team found an intriguing way to determine how many story points they could actually commit to in future cycles.

The team figured out how to deal with code sharing and peer review type issues related to being at opposite ends of the earth.

The team stayed together and focused on the goal of creating potentially deliverable product

They were able to successfully work on two simultaneous streams of work on different parts of the system.

During the demo, Cheap jungle burn no rx, the team was able to demo functionality that could potentially be brought to a customer after only two cycles.

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I had a discussion with the owner recently and he told me they all sat down and realized their mistakes of their first cycle. They consider OpenAgile to be a success.

The team was so worried about not completing story points, buy jungle burn from us, they considered it to be a failure to not finish at the appropriate time. You need to let newcomers realize that not completing all the story points of the first cycle may happen, jungle burn online without prescription. Purchase jungle burn online, This can be compounded by added complexities of your working environment or project.

Since they were pushing to get the points completed, they were sacrificing quality, jungle burn drug. They were rushing because they knew they had gone past the end of the cycle and it was causing more problems each day it continued. Jungle burn online review, Thankfully, they stopped the cycle and decided to do the right thing and demo where they were and talk about their progress. Jungle burn online without prescription, They simply took on too much work, didn't account for all the other overheads of a new team setup and issues that would take place with their remote environments. This did not mean failure, jungle burn in australia. They learned how to re-organize themselves for future cycles. Buy jungle burn us, With the support of the owner and a little bit of moral support from myself, the team realized they had accomplished a great deal already in their first cycle.

They realized they need to put some better controls on the holiday schedules of the remote teams overseas or at a minimum find out what is expected in this regard, buy cheap jungle burn internet.

The team realizes it has a deficiency with Test Driven Development and is working on plans to allocate some time for training on this very important task, jungle burn online without prescription. Perhaps their one bug from the first demo may not have been there with Test Driven Development in place. Price of jungle burn, They will continue to work toward improving this.

One of the great things to come out of their first cycle.... A potentially deliverable product within the first two cycles!

When I reviewed this with the owner he told me the completed work is already faster and better than their previous system which took 5 years to write. Considering the remote component they are dealing with, buy jungle burn on internet, this is truly great news for them. Jungle burn online without prescription, Their first cycle has produced software which can now simply grow organically. Buying jungle burn online, Some advice here which I shared with my friend.. Make sure that you have at least one story that can be finished in the next cycle, no matter how small, find cheap jungle burn. Consider it of huge Value to the Agile process. Order discount jungle burn online, You need to provide some positive feedback for the team members now. This does not mean the team should agree to less work than they think they can accomplish, jungle burn online without prescription. Simply encourage some work that can be completed to be included in the next cycle.

For my friend, jungle burn buy drug, although they completed zero story points in the first cycle, they are happy to know that if they just adjust the size of their stories for more attainable results and use what they learned from the first cycle, OpenAgile will work out well for them.

The concepts of Consultative Decision Making, Continuous Learning and the Learning Circle allowed them to truly excel and will allow them to continue to do so into the future.

They are looking forward to shipping their new product in record time :->

One comment that was made to me was something along the lines of "Hey Mike, this reminds me of when we used to work together in the garage when we started the company. We all worked together on whatever needed to be done. That's what made us successful in the first place.".... Hmmmm.

Mike Caspar, CSM, OA2/5

References: OpenAgile - www.openagile.com.

Posted in How-To Apply Agile, OpenAgile, Uncategorized

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Jul10
2011 1 Comment

Written by Mike Caspar

Hiv test online without prescription, Recently, I had an interesting discussion with a companion about Agile Processes and the need for corporations, communities or groups to change their approach to planning and doing work. Order cheap hiv test, We were discussing using OpenAgile as a Framework.

The person I was talking to told me that their group (Artists) were already used to and embraced the idea of shared responsibility, approved hiv test pharmacy, Generic hiv test online, self-organization, mutual respect and open discussion to get things done, find discount hiv test. Find hiv test on internet, OpenAgile (as well as Scrum) require open communication and truthfulness to be effective tools for self-organization.

My friend then told me how it made sense in the Art Community but it would be hard for Financially minded people to believe in what Agile was about and that it would be even harder for financially oriented educators (ie: Universities and Colleges) to change their minds about teaching Agile processes as a primary part of the education system, buy hiv test no prescription required.

Then it struck me, hiv test online without prescription. Order hiv test from canada, For many people, they hear FIRST about the need to share work, hiv test prices, Online hiv test, how the organization changes, how people are treated better and all the usual comments, hiv test buy. Hiv test professional, I realized I need to change my approach with these types of people to first discuss how agile processes work to benefit Business Value and Quality. My 15 second elevator speech should start with these ideas and not the other way around, cheapest hiv test prices. Buy hiv test on internet, I don't know of any business leader, financial manager, buy hiv test cheap, Low cost hiv test, non-profit CEO or educator that would think it to be a bad idea if I said to them "Listen, I would like to show you a way to do the most valuable things first, drug hiv test online purchase, Buy hiv test overnight delivery, with exceptional quality while at the same time consistently getting better at it. Hiv test online without prescription, Oh, and as a by-product, you will also have more engaged, long-term staff. What do you say ?", order discount hiv test. Fda approved hiv test, We must admit that OpenAgile (or any other Agile process) is not a silver bullet to be used everywhere for all groups. I have however found that after teaching about iterative work and the IDEA of Business Value and Return on Investment, no prescription hiv test, Hiv test overnight shipping, even a "non-agile" team can still benefit from some of the procedures or "routines" of a fixed cycle of learning and it's heartbeat.

All of the new ways of doing things including culture shift, discount hiv test online, Hiv test pharmacy, team based work, etc, buy discount hiv test. would be unfortunate for a business without first remembering that the purpose is to provide Quality and at the same time provide the items that have the most VALUE to the organization, hiv test online without prescription. Hiv test india, Quality is an inherited part of the process of going Agile. As more discussion happens and all people in the team have input into the process, hiv test us, Hiv test medicine, inevitably, you should end up with a better result, hiv test from india. Hiv test bangkok, The customer has more direct input into the final product as it is being created, therefore helping to achieve a result that everyone is happy with, order hiv test in us. Hiv test price, The real goal to business is this Quality, and the way to get there is all these things that Agile asks us to do, compare hiv test prices, Hiv test online sales, through a continual process of learning. Hiv test online without prescription, Business Value. This means different things to many people, cheapest generic hiv test online. Cheap hiv test in uk, Where you are using OpenAgile, Scrum, hiv test for order, Hiv test uk, XP, Pomodoro, best price hiv test, Hiv test purchase, remember, the goal of all of these is to work on the tasks that will provide the company or organization to most Business Benefit First, cheap hiv test no prescription.

When coupled with the idea of Return on Investment, the reasons are just far too compelling to an organization to ignore. After all, no organization of any type can afford to exert effort with no return at all in the form of artifacts of some sort. Every organization is there to create some kind of result (value) in its' chosen field, hiv test online without prescription.

Most organizations have many different opinions and reasons for considering one item more valuable than another. You will likely find that most people think ALL of their backlogged items are of equal value to a project or company.

The idea of doing work based on Return on Investment takes some of the emotion out of this process to allow work that is clearly more beneficial to the group to take precedence.

When a task is determined to be of lower value (not because of just value, but work for value) doesn't make it into this cycle, it MAY well be classified as a higher Value for the next cycle, and therefore, it's Return of Value / Work may be higher and bring it up the work scale through this process. Hiv test online without prescription, There are several ways to accomplish this. One of the easiest is by breaking the item to be done into smaller pieces. It's Value will remain the same, but the work (effort) required to complete that smaller piece will be less. Therefore, the new smaller task will have a higher Return on Investment and be done sooner.

The idea is that true business value is what is provided first with many competing priorities. Most of us don't have the ability to just add two or three more teams when more work comes along, so there needs to be some logical process to deal with this, hiv test online without prescription.

For my friend in the Arts who is wondering about the Financial Elite having a hard time doing a mental shift towards Agile processes instead of Waterfall processes, consider the conversation about Return on Investment and Quality of the Final product as your starting point. THEN let them know, "Oh ya. you'll also end up with less turnover and happier employees". :->

Mike Caspar

References :

OpenAgile - http://www.openagile.com
Scrum - http://www.scrumalliance.org
Pomodoro - http://www.pomodorotechnique.com
XP - http://www.extremeprogramming.org.

Posted in How-To Apply Agile, OpenAgile, Theory of Agile - Tagged agile, OpenAgile, ROI, scrum

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Jun19
2011 Leave a Comment

Written by Mike Caspar

Buy female pink viagra without prescription, Recently I was watching a situation with a development team where a very important question seemed to be forgotten... WHY, compare female pink viagra prices online. Purchase female pink viagra online, This got me thinking about the countless times I have seen work done for no apparent reason than it's "On The Wishlist", "We have a card for it", buy female pink viagra from india, Buy female pink viagra from us, or "Because Customer Service Says So".

Many times I have seen features get created where at the end of the release, female pink viagra alternative, Online pharmacy female pink viagra, the final user of the feature says, "Oh, female pink viagra for order, Purchase female pink viagra no rx, we haven't needed it to do that for about 3 months now". This part of the requirements is long gone, purchase female pink viagra without prescription.

This brings me back to Waterfall Methodology and something I would expect to see, buy female pink viagra without prescription. Female pink viagra in us, With it's linear approach to the Software Development Cycle, it is almost to be expected that there will be some waste of this nature, order female pink viagra cheap online. Overnight female pink viagra, This is not to say that Waterfall is never appropriate. It is just an expected part of the process if you have a long development cycle, cheapest generic female pink viagra. Find female pink viagra without prescription, However, using an Agile Methodology such as Scrum or OpenAgile, cheapest female pink viagra online, Canadian female pink viagra, this should simply not happen. Buy female pink viagra without prescription, Agile methodologies are based on Communication. This communication is paramount during the Sprint or Cycle but is absolutely mandatory during the planning meeting, buy female pink viagra us. Female pink viagra non prescription, A team cannot simply be given a list of instructions to follow. The team needs to understand what their Goal is, female pink viagra free delivery. Discount female pink viagra no rx, In Scrum, the Product Owner is responsible for guiding the team as to which features should be queued up next based on Return on Investment (which generally means actually needed), cheapest generic female pink viagra online.

In OpenAgile, the team has a similar approach of consultation with the "end user' and the planning of work based on Return of Value, and plan appropriately, buy female pink viagra without prescription. Cheap female pink viagra, Although in Scrum and OpenAgile, there is discussion about Return on Investment, purchase female pink viagra overnight delivery, Approved female pink viagra pharmacy, Value, bug free code, buy generic female pink viagra, Buy cheapest female pink viagra on line, Test Driven Development, etc, canada female pink viagra. Female pink viagra cheapest price, there often appears to be little discussion about the idea of why we are doing something.

User Stories, cheap female pink viagra in uk, Female pink viagra sales, if done correctly can significantly improve this problem because the "story" needs to have a goal as to who benefits. We are doing this Feature for this "x" to get this benefit, female pink viagra online review. Buy female pink viagra without prescription, It is however, the responsibility of a Team to ask "Why would someone want to do this ?", or "Why are we updating this information in the first place". Female pink viagra free sample, Often, the insights are very revealing, female pink viagra medicine. Female pink viagra online without a prescription, Let's take a simple example.

I the late 80's, female pink viagra in uk, Female pink viagra online sales, I was working as a developer with a company where the company's approach was to provide the developers a "requirement" , choose a developer and send them off to do the work (pre-Scrum days), female pink viagra buy online. Find female pink viagra, The developer was to modify a Stored Procedure to go through a table and update every 3rd record in the table to be 50% higher. It was a fairly complex procedure and a developer at this company spent almost a week re-writing the procedure and getting it implemented, buy female pink viagra without prescription. The development team sat down with the engineers and customer and developed a method of testing and verification, find female pink viagra no prescription required, Buy female pink viagra overnight delivery, backups of the database were made and the implementation work began.

No one asked Why.

Several weeks later a similar request was made in a different part of the system. I spent some time with the developers and encouraged them to ask Why the first modification was made. Buy female pink viagra without prescription, The answer was "That is what Sherry said to we should do. The customers are yelling and this is what we need to do to fix it".

Those of you using Scrum or OpenAgile are probably already cringing and thinking.. Gees... you could write a book just on this one paragraph alone. I'll leave that for another day :->

The actual problem was there was a different part of the system which updated the tables based on Quarterly Results, buy female pink viagra without prescription. This was the actual reason every 3rd record in the table was wrong. That procedure was incorrect and shared by other parts of the system.

If someone had not stepped in, this cycle of fixing the by-product of the defect could have gone on for many more months.

I convinced the owner to change the procedures to allow the developers to ask questions as a team before work was queued up. Buy female pink viagra without prescription, I simply asked for this one simple right.

A few months later, the overall bug rate of the application went down, customer complaints went down and the development team started to feel engaged and part of the process. It was a different place after that. People enjoyed working there.

As part of the planning stage of your Sprint or Cycle, please consider asking questions such as

-Why are we changing the Field Size from 80 Characters to 250 Characters .
-Why should the system need a procedure to update these types of records ., buy female pink viagra without prescription. Doesn't the system do it properly .
-Why would we want to force through Credit Card Transactions without the CVV Code (the security number) .
- Why are we making a whole new authentication system .
- How did this become a requirement . Buy female pink viagra without prescription, This type of question is not intended to be a confrontational thing. Often those requesting the features may feel that you are being confrontational. Remain calm, and make sure to let the requester know this is a standard part of your process and not a question of their power or knowledge. The goal is to get knowledge, and not to figure out who is right or wrong.

After discussing it with the person, you may find they do not have a true understanding of why they are requesting the feature or change. It is possible the idea of what or how to do it will change just from the communication alone (which is when you want it to happen., buy female pink viagra without prescription. not after it's done). The discussion may also allow the product to be better than they originally envisioned.

OpenAgile has a term called "Consultatative Decision Making". It is the idea that decisions are made based on consultation and discussion with all those involved that may have valuable input to making a decision. Buy female pink viagra without prescription, Scrum also values discussion and communication as a fundamental part of Development.

The FIRST value of the Manifesto for Agile Software Development is "Individuals and Interactions over processes and tools"

In the case of the example above, we chose to fix the stored procedure which was creating the bad data and wrote a one-time script to adjust the corrupted records. We never had to revisit this problem again.

It sounds simple enough, but the basic premise of WHY is absolutely mandatory to this process or all decision making will be based on following instructions blindly with no sense of ownership by the team.

References :

Scrum - http://www.scrumalliance.org
OpenAgile - http://www.openagile.com
Manifesto for Agile Software Development - http://www.agilemanifesto.org/.

Posted in OpenAgile, Scrum, XP and Lean, Theory of Agile, Uncategorized

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Jun01
2011 Leave a Comment

Written by Mike Caspar

Buy viagra oral jelly without prescription, This week I met someone while on a personal trip who is in the software business. Buy viagra oral jelly online, His company writes software for a very specialized vertical and from everything he said to me, they are an innovative company and do all the right things including empowering their teams to self-organize, low cost viagra oral jelly, Viagra oral jelly tablets, regular training for the staff and generally a great working atmosphere.

The company has still been struggling with getting their product to be "deeper" (his word) for their client base, order viagra oral jelly overnight delivery. Cheapest viagra oral jelly online, I was again reminded of a post of mine from a while ago encouraging or providing cross-training or at least some knowledge to bridge the barriers between the software group and the hardware group (link at the bottom of this post). In my environment, viagra oral jelly buy, Viagra oral jelly pill, I've been fortunate to have a network admin sitting with our team. It has prevented many potential problems, buy viagra oral jelly without prescription.

Having been involved in the infrastructure part of IT as well as development, generic viagra oral jelly online, Buy cheap viagra oral jelly internet, I knew of at least a few products almost immediately that could make his product more compelling to his customers.

To my surprise, cheap viagra oral jelly tablet, Cheap viagra oral jelly pharmacy, I found out his company was only looking at software improvements to their application. He told me how they are continually developing new features but are not considering running on any new platforms, viagra oral jelly buy online. Viagra oral jelly no rx, I mentioned a few technology (hardware) improvements he could consider and I know that by the time he gets home this weekend, he will have taken a look and passed the information on to his team, viagra oral jelly no rx required. Buy viagra oral jelly without prescription, These improvements could immediately add significant customer retention and usability to his product. Find viagra oral jelly, From our discussion, it was also evident that his team would enjoy the challenge of some new platforms to keep encouraged about the future, overnight viagra oral jelly. Canadian pharmacy viagra oral jelly, I'm sure that by the time he reads this, he'll have some of these technologies in hand :->

As Agile practitioners, cheap viagra oral jelly in uk, Viagra oral jelly from canada, it seems, we are so focused on improving our software development cycle, viagra oral jelly buy drug, No rx viagra oral jelly, our specific development tasks, our daily or hourly builds, real viagra oral jelly without prescription, Cheap viagra oral jelly no rx, our programming skills, and how we create story points, viagra oral jelly cheapest price, Buy viagra oral jelly no rx, sometimes we seem to lose track of the big picture... What is the customer going to use it on. This should be fundamental to every developer's thought processes.

Think to yourself, viagra oral jelly canada, Viagra oral jelly approved, "HEY, should we be seeing if our software could run on some of the new technologies out there such as Microsoft Surface, viagra oral jelly, Buy viagra oral jelly from us, some of the new Wireless Devices, or even benefit somehow from new 3D technologies coming out", order viagra oral jelly in us. Buy generic viagra oral jelly, I like to think that developers who are empowered with information about hardware can think of all kinds of ways to use it.

If you're on an Agile Team or managing one, ask to learn something about the hardware in your environments, buy viagra oral jelly without prescription. Consider some "slack" in your Sprint or some work breaks in your Cycle to allow team members to learn something about new Infrastructure or Hardware products, order viagra oral jelly online. Viagra oral jelly free sample, Think for a moment if your company is writing software for the Web, the power of a deep understanding of how a load balancer actually works, canada viagra oral jelly, Viagra oral jelly malaysia, or my personal favorite, the .NET Cache, discount viagra oral jelly no rx. Viagra oral jelly in uk, Let it be the teams' choice of which products though. That will give the best motivation and most likely will be the most enjoyment for everyone, lowest price viagra oral jelly. Viagra oral jelly online pharmacy, It will broaden your horizons and perhaps give your team ideas you never knew could even be possible.

If we always just wait for a Marketing Person or Product Owner to come up with interesting ideas, buy viagra oral jelly overnight delivery, where's the fun in that.

References :

My previous post - Infrastructure Knowledge for Developers
3D example - Sony 360Degree viewer prototype
Microsoft Surface - Microsoft Surface Web Site
Slack - A good article about slack in XP by James Shore
Sprint - Scrum Alliance
Cycle - Open Agile.

Posted in OpenAgile, Scrum, XP and Lean - Tagged 3d technology, hardware knowledge, OpenAgile, scrum, sprint, xp

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May22
2011 Leave a Comment

Written by Mike Caspar

Buy viagra professional without prescription, I am regularly asked for examples of where Agile Practices could be used that are not related to software development.

I recently came across this video and just had to share the link to it, buy viagra professional internet. Viagra professional without rx, The company encourages all team members to participate, keeps things time-boxed and makes appropriate use of subject matter experts, viagra professional overnight. Order cheap viagra professional online, It's awesome to see what can be done in 5 days.

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Posted in Agile Engineering, How-To Apply Agile

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Apr30
2011 Leave a Comment

Written by Mike Caspar

Buy cialis super active+ without prescription, As many who have tried know, an Agile Transformation in a company is not always an easy process. Although most people at first are keen to participate in the idea of "changing" the company culture and working environment to "something better", many do not realize how much work it can actually be.

For some of you, buy no rx cialis super active+, you will be fortunate enough to be in an "Agile" environment already.

Perhaps you are using OpenAgile, Buy cialis super active+ once daily, or Scrum. You may be using a unique variation such as the Pomodoro technique.

For those of you that are new to the idea of Agile Processes, no matter what your flavor of framework or tool, there is something you will not be able to avoid, buy cialis super active+ without prescription. Politics.

There is no getting around this. Agile transformations are about change in an organization and not just change in one small section of the company, cialis super active+ cheapest price.

Although many Agile teams start as "pilot projects", even in such small situations, Cialis super active+ in bangkok, the effect on the departments or culture at the "edges" of even the smallest teams can start to cause ripple effects in an organization.

The first secret is to acknowledge and accept that this is going to happen. Buy cialis super active+ without prescription, Life will be easier for you this way. The job of any one assisting with an Agile implementation is to provide honest information and advice to help those who will be directly or indirectly impacted.

Don't think you will be able to just hide in development and not be noticed, cheap cialis super active+. Be prepared with slides, web site links, Buy cialis super active+ online without prescription, and open to talking about your processes and ideas with anyone who wants to know. You must be transparent and open about what you are trying to accomplish.

OpenAgile for instance is defined as a "Learning System" because it deals with the realities that no one can work in a bubble and that more than just the "development team" needs to be involved in Agile practices for them to work, buy cialis super active+ without prescription. The entire organization will be learning with you.

Scrum has a well defined set of guidelines to follow in regards to the development process and is ideal for new software development projects, cialis super active+ online without a prescription.

Lean is a more gentle approach to changing an organization in small, progressive steps. Buy cheap cialis super active+ online, Don't kid yourself. Buy cialis super active+ without prescription, No matter how small the changes will be, there will be resistance from someone, somewhere, from where you least expected it.

The important thing to remember is what your goals are. The goal of the framework is an open and honest discussion between all those involved in your organization and general culture shift to a blameless, team based shift in thinking, compare cialis super active+ prices.

However, what is the real goal here. Cheapest cialis super active+ prices, Happy customers, happy employees, and therefore, a profitable, find cialis super active+ on internet, progressive organization. You must remember the purpose is not to make teams, but to make a good product for the customer, buy cialis super active+ without prescription. Sometimes, Order cialis super active+ in us, you may find it hard to remember.

I recently read The Wisdom of Teams: Creating the High-Performance Organization (Collins Business Essentials) by Jon R. Katzenbach and Douglas K. Smith, canadian cialis super active+. Buy cialis super active+ without prescription, It clearly explains, with examples, how an organization with the courage to change their culture can really benefit from an overall culture shift towards Consultatative Decision-Making and team work based approaches.

Consistently, companies who simply "say" they have teams under-perform those that actually "just have teams". Buy cialis super active+ from us, One type of company has them by edict or decree, and the other just has them because the culture is that way. The ones with the naturally team based cultures do much better financially. Hmm..interesting, cialis super active+ sales.

Change is usually started by some kind of need to change because things aren't working out "the old way", buy cialis super active+ without prescription.

Buggy software, unhappy customers, Buy cialis super active+ from canada, late releases...Whatever the pain, the results are always a "desire to change".

Those who have the courage to admit they need to change, should be applauded, order discount cialis super active+ online. If you are new to Agile and reading this, please pat yourselves on the back for having the courage to learn more. Cialis super active+ in australia, Now, it should be "easy" to stay on the path if you keep at it. Buy cialis super active+ without prescription, The act of Starting is the first big step. Congratulations.

One thing you will find as you proceed is a continual list of "it won't work because of this", buy generic cialis super active+, "it won't work because of that". But, Purchase cialis super active+ online, hey, you're not selling snake oil here. You're talking about people in an organization taking control of their work and working together for the best solution possible for the company and it's customers. Keep it simple, buy cialis super active+ without prescription.

Agile processes are just that .., cialis super active+ australia. Processes.. They are not there to replace common sense. Cialis super active+ from india, Agile is not a silver bullet to cure a company's culture. Buy cialis super active+ without prescription, That part of things is still a human thing and will take time. Please don't think of Agile as a cure for a bad culture. It is simply a way to help the culture to change.

To me at least, cialis super active+ prices, what is important is a consistent message. I believe this is the key to helping an organization to be an Agile one.

Let's take the Daily Scrum (for Scrum teams), buy cialis super active+ without prescription. Cialis super active+ canada, I worked with a company where the Daily Scrum was considered a waste of time and a nuisance for those involved (at first).

The daily scrum is a quick recap of where everyone on the team is. For more information about the Daily Scrum, just do a quick search, cialis super active+ online sale. There is an abundance of information about it. Buy cialis super active+ without prescription, Try the Scrum Alliance for definitive information.

At this company, Cialis super active+ tablet, the owners and senior managers considered the scrum to be a nuisance. The senior developer of the team found it to be a hassle. Then, after a few weeks of doing daily scrums, cialis super active+ medication, any team member could be asked by someone passing in the hall what was going on and that person could easily tell them what the status of the project was. There are many other advantages to the scrum, Cialis super active+ pharmacy, but that's not what this article is about. Maybe another time, buy cialis super active+ without prescription.

When I first started at this company, there was a weekly "developer meeting" which at first was the only way to exchange information. It was generally 2 hours/week, order cialis super active+ cheap online. The team was now doing daily scrums and having small "mini-chats" (for lack of a better word) occasionally when needed. Team members knew from the Scrums what was going on and who needed help with what and then self-organized to solve their problems and arranged "mini-chats" as needed to help each other out. Buy cialis super active+ without prescription, The "weekly 2 hour developer meeting" just became a thing of the past. Buy cialis super active+ pills, The team just stopped having them.

Waiting until the end of the week was far too cumbersome for something they could get from a 10 minute scrum and occasional "mini-chats". The team had unknowingly switched into a mode where they practiced regular consultative decision-making and regular re-assessment of their situation.

Then a remarkable thing happened, buying generic cialis super active+.

One day, I was in a meeting, and the senior developer who at first was reluctant, banged on the window of the board room I was sitting in for me to come to the 10:00 AM Scrum which was 2 minutes away, buy cialis super active+ without prescription. I excused myself from the meeting and returned approx. 13 minutes later. The owner of the company said "Why do you do those daily meetings. Discount cialis super active+ overnight delivery, They are such a waste of time. You have that big Developer Meeting every Friday".

Buy cialis super active+ without prescription, My response was "I'm sorry, but we don't need to waste our time with that big 2 hour meeting every Friday anymore... We haven't needed them for a few cycles now".

What a remarkable experience, cheap cialis super active+ on internet. In one quick step, and after considerable pain, Cialis super active+ sale, not only was it evident that the senior developer embraced the Agile Scrum Meeting, but also the owner who was previously unsure suddenly came to realize that the team was far more effective than he knew and he hadn't even noticed the shift.

The developer culture had changed to a more team based one without his knowing. All team members knew what was happening and Expected to be kept in the loop from now on, buy cialis super active+ without prescription.

The key is, cialis super active+ overnight shipping, keep doing it . Be consistent. Buy cheap cialis super active+, If you've implemented a standard Agile practice, stick with it.

Be realistic though. Buy cialis super active+ without prescription, There will be people who consider it to be "stupid" and there will be people who don't want to participate. As a new implementor, discount cialis super active+, NEVER humiliate anyone in the process. Simply encourage open discussion and ask everyone to contribute. Cheap cialis super active+ no rx, At first, people will be shy or nervous about this. Over time, it will be the norm to participate, cialis super active+ buy drug.

The point is that as time passes, people and things change, buy cialis super active+ without prescription. The new processes will become Common Place and not so foreign and people will start to appreciate the fact their opinions are important and they have an impact on the bottom line of the company and the customer. This is what drives people to be happy and succeed. Canada cialis super active+, Then, with a bit of luck and perseverance, someone in a different department will say "Hey, I think that seems like a good idea. Tell me more". Buy cialis super active+ without prescription, "Do you think this Agile stuff might work in sales?" might be the kind of question you suddenly receive. Do yourself a favor and be prepared for this with some links to a few Agile Methodologies at-hand.

This is your opportunity to introduce the new "culture" into a different part of the company.

With a bit of patience, others will come on board. It will be a great experience for you once you have others helping out.

The day will come when someone will try and remove an Agile process somewhere in the organization and team members will lobby for their cause, buy cialis super active+ without prescription. This is the day you will know... I have succeeded with step 1... Getting started .

From here forward, it's just a matter of consistently trying to improve things one cycle or iteration at a time, and watching things get better for the customers, employees, and of course, the stakeholders. Buy cialis super active+ without prescription, If I can give one last bit of advice. Please do a bit of research before implementing something. Ideally, you want the teams to come up with how to do their daily work, not yourself. Let any process be the team's process, not yours. Of course, if you have a new team to Agile, you will need to help them get started.

Consider your job as one of just guidance and coaching, buy cialis super active+ without prescription. That will work the best.

Review your environment carefully before deciding about methodology and do some reading or contact a coach about the differences. Should you be using Scrum, OpenAgile, XP, Lean, etc. Think about it carefully. Buy cialis super active+ without prescription, They have different levels of organizational change and are for different applications. Use Wisely. :->

If you're courageous enough and have an experienced Agile team, why not ask the team which Agile Methodology will work best for them. I personally enjoy learning something new all the time. :->

Mike Caspar, CSM, OpenAgile Certificate Holder, ATPL
http://mike-caspar.blogspot.com

References :

OpenAgile - http://www.openagile.com

Scum - http://www.scrumalliance.org

Lean - http://en.wikipedia.org/wiki/Agile_software_development

Pomodoro Technique - http://www.pomodorotechnique.com/ (thanks Fred for telling me about this ;->)

The Wisdom of Teams

Posted in OpenAgile - Tagged Agile Transformation, Culture, lean, scrum

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Apr17
2011 1 Comment

Written by Mike Caspar

Buy levitra jelly without prescription, For many of you, there will be instances where Scrum or Agile is something a company is trying but does not really buy into or understand yet. I would like to start by saying. There is hope!

The following story is about implementing Planning Poker in Priority Meetings at the senior management level using the OpenAgile's Open Learning System, canadian levitra jelly. Perhaps it could help you introduce Agile to different parts of your organization.

For those types of companies, Levitra jelly internet, Agile Development processes can be introduced and progress made with very little effort on your part. You won’t get the full benefit, but at least people will get to know Agile as a great way of making real progress in an organization.

Consider the following situation.... You work for a company that has "heard" of Agile and is allowing you to implement whatever you can in regards to Agile for the Development Team "as long as it doesn't affect other parts of the company too much".

If you're like me, levitra jelly tablets, you've likely heard this more than a few times.

I recently had an opportunity to find a new way to introduce Agile Processes to senior managers who are not really familiar with the processes and also are not willing to put the time in to learn them.

I'd like to pass on an idea about how you could possibly make some small headway in regards to Planning.

Imagine you are working at a company where there are several owners or stakeholders responsible for the future "work backlog" of features for your environment.

Generally, Order levitra jelly from us, when planning sessions take place, it involves an aggressive battle over who will get what feature first, what is more important (systems, where to order levitra jelly, back-end, Levitra jelly free delivery, front end, graphics, this enhancement, levitra jelly online without prescription, that enhancement).. You all know the drill.

I had many such meetings with the stakeholders of a company where I had the opportunity to introduce Planning Poker Cards to these meetings with great success.

Here’s how....

About once every 1 or 2 months, a “priorities meeting" was scheduled for a Wednesday afternoon, buy levitra jelly without prescription. Levitra jelly sales, After successfully implementing Agile process for the development team, it was time to help the rest of the company out.

I prepared by doing a few things;

- Prepared pictures of existing Scrum Rooms to show how developers and planning boards would eventually look (thanks to Mishkin Berteig of Berteig Consulting for providing additional examples).

Of course, I made sure of standard things such as making sure the PowerPoint will work on the equipment in the meeting room, lowest price levitra jelly. When it came time for the presentation, Levitra jelly information, I knew it would work. It's hard to show how productive your processes are if you can’t get yourself properly organized.

-I made sure I had a deck of Planning Poker Cards available.

-I explained to the Stakeholders that I would like to do something to "take the emotion out" of the planning process and make sure everyone's opinion is heard and valued. I explained how this process was intended to make the planning a very business-like process, buy cheapest levitra jelly online, and a way for us to quickly get through what was generally a long, Levitra jelly us, several meeting process in one easy step.

-I asked them to trust me (which remarkably goes a long way), and said, "I would like to show you this to try and move the meeting along, levitra jelly drug, take out the emotion and have us end up with the best ROI (Return on Investment) in future. I asked if they would agree to give it a try.

I made sure to warn them about the process of Forming, Levitra jelly pill, Storming, Norming, and Performing and mentioned that if they had interest they could look it up on Wikipedia.

At first, compare levitra jelly prices online, there was little interest in learning or seeing the processes because of course anything about "Agile Stuff...has nothing to do with Senior Management", Order discount levitra jelly online, so it was all a matter of "Let's get down to it" as to not waste time.

I took about 20 items from the queue and converted them to Index Cards and put them on the table.

I asked them to find the least valuable item to get done (there are literally hundreds of backlogged items). Buy levitra jelly without prescription, This alone seemed like it might take a considerable amount of time, so I decided to take a slightly different approach.

I waited for an index card that I knew I could get agreement on as being of fairly low value and had my starting point. There may have been lower items, but this could safely be agreed upon by everyone as a low priority or low value item. This process works well as it's usually easier for people to agree on what's not important or valuable. I’m not sure why.., online pharmacy levitra jelly. But hey, Cheap levitra jelly pharmacy, it works!

It took only a few cards and although the process was not in "strict adherence" to the no negotiation and no showing your cards rules, in this case it was VERY effective.

The owners of the company prioritized BY VALUE several hundred feature requests in just over 2 hours. I think it’s astounding that by just letting them make up their own system with what I introduced to them, discount levitra jelly no rx, they also were able to self-organize, Levitra jelly canada, agree on a different approach, and be successful with their own way of doing things. All I needed to do was introduce them to the tools.

A few times during the cycle, I needed to re-affirm the process was about VALUE only and not about how long these would take, buy levitra jelly without prescription. This seemed to be a large stumbling block at first, levitra jelly bangkok, but eventually it was accepted. Levitra jelly pharmacy, I explained that the development team would be the estimated (Investment) part later. We would divide their value (return) / by the developers estimates (investment) and the system would work itself out by providing a general Return on Investment Calculation.

They asked me about what would happen with all the cards... And, order levitra jelly no rx, now the opportunity to show pictures of Scrum Rooms or Agile Rooms presented itself.

The managers were very happy with idea that they could "adjust priorities" many releases in advance. Buy levitra jelly without prescription, This for them, was a big bonus. I explained that once we have big boards with all the User Stories on them, it would benefit everyone. Sale levitra jelly, [caption id="attachment_1005" align="aligncenter" width="336" caption="Features and Defects for an Agile Release"]

[/caption]

- Everyone in the company could go to the board and see what features were going to be coming soon. This turned out to be extremely motivating for the Sales People. The idea of knowing what at least was being Planned was exciting to them. Of course, I explained to them and the sales manager that there were no guarantees of what would get done if at all, but at least they would know if any of their specific requests were even in the pipeline at all.

- The senior management have always been wondering how the Development Team was doing. This was the ideal solution, cost of levitra jelly. A big giant board that everyone can understand at a glance easily solves this. Buy generic levitra jelly, Such a simple technique and yet so powerful!

- An idea how the current release is going. As Scrum or OpenAgile practitioners, we all know the value of this type of information is amazing. To know how far in the cycle you are based on simply looking at the Board is so simple.

- In the past, the development team generally knew what was coming up only 1 or 2 releases before it was time to do the work. Knowing what's coming down the pipe avoids potential code conflicts, buying levitra jelly online, systems conflicts, Find cheap levitra jelly, marketing conflicts, and generally keeps everyone motivated and excited about the future.

- An un-expected side effect which I was not expecting was that there was a developer who was worried about future work. Seeing hundreds of cards in the queue of work solved that problem. As we all know, lists of future work can usually be never ending :->

Teams can then start estimating the Work portion using the same system. What you end up with is ROI (value over investment) for your queued up work, levitra jelly in us. The company may not live with it, Order levitra jelly in canada, but it gives a simple starting place for everyone to discuss openly.

Another real benefit is that the emotional roller coaster of settings priorities is much less a factor with this type of process. Everyone has agreed as a team to the Value and everyone has agreed as a team to the Estimates, so there’s really nothing other than pure politics to stop the plan from working now.

I was pleased that at the end of the first attempt at doing this, there was an overwhelmingly positive response.

There were a few surprises. For instance, one of the managers wanted to be in the Estimating meeting with the developers to Ensure we "get the right answers". However, I needed to stand firm. Again, I asked them to trust me and simply said "No, it won't work that way, sorry.., buy levitra jelly without prescription. I DO promise, though that if there is something we don't understand, cheap levitra jelly tablet, we'll consult you."... Order no rx levitra jelly, The Stakeholder was happy with that.

In reality, all that manager was worried about was that we might consider one of their tasks less important or overestimate the intention and therefore overestimate the time it would take to complete, and therefore, levitra jelly from india, lower the ROI on it. That owner wanted to ensure that a very specific high priority project got put into the queue.

It is after all their company. We all need to remember that owners need to have some rights as well <grin>.

In my case, Where to buy levitra jelly, I know that what might happen is that one or some of the items may end up overstepping the process due to factors outside the teams’ control.

This is a reality of working in a smaller development environment... actually... in reality, levitra jelly buy drug, many environments.

However, Drug levitra jelly, I still consider this a major breakthrough for several reasons.

1 - Even if a few items bypassed the process at least the several hundred other features and tasks did not. Who can complain about that!

2 - The owners were now in the "frame of mind" that tasks can be easily be classified as to value.

At first it was difficult for them to specify value for large features because they believed they might be huge projects and they didn't want to send the team on a huge development task and risk losing other important features that were already in the queue.

I explained to them to not worry about this as the ROI formula will actually make these projects less of an ROI at THIS time. As they want to move the bigger cards closer to the upcoming release, we will break them into smaller pieces in the same fashion and eventually those parts of the system would be worked on as the smaller parts would have potentially higher ROI’s.

This of course, made sense to them. The key here is that huge tasks should be split into smaller tasks as they get moved on the Planning Board, order levitra jelly online, Information Radiator or whatever you want to call it. As items move closer to the release cycle, Buy cheap levitra jelly internet, their value should naturally be increasing as well. Then, upcoming features can be re-sequenced and prepared to get injected into the development process using another planning cycle.

All the time, it's about Value for Work performed...., levitra jelly online pharmacy. This is of course what being in business is all about.

Buy levitra jelly without prescription, Some values are about taking care of long-term customers, some are purely political and some are just about making sure the system doesn't crash. Value is about the overall impact to the health of the organization.

Planning cards make this a non-emotional event.

I knew the system was working because a funny thing happened. Several days after the first planning cycle, Cheapest generic levitra jelly online, I received notification of new Feature Requests from clients and our support department with some unusual coding on it.

"The ABC type of customers are looking for this feature in the product; It's something we really should consider doing soon... We've talked about it and think it should be at card level 8 or 13”.

This to me was a great thing to see!

For those of you who don't know; Scrum or OpenAgile Planning Poker cards are purposely set up to have a non-uniform number sequence to avoid mathematical calculations and exact figures. They are about relative value to other each other and not fixed numbers.

The key is to keep it simple and remind everyone using the cards that this is not intended to be a perfect estimation. This is a relative estimation of value or work.

The fact that the stakeholders had started using this terminology showed that they not only understand that process but truly see its’ value.

One complaint from the past had always been that everything has been either High Priority, Medium Priority or Low Priority. Planning Poker Cards have helped them to take the emotion out of the Priority process and ultimately give them Many Levels of Value Priority in a simple way.

Perhaps planning poker might help in your environment to help set priorities, not just for development but for any set of complicated project.

Many of us think of Planning Poker as a developer only thing, but as you can see from this story it can be used as an effective tool for any process. Give it a try and you might just be surprised at how stress-free of a process it can really be for your priority meetings.

The read about the specifics of Agile Planning Poker, try Wikipedia.

To find out more about OpenAgile and its’ flexibilities regarding release, or cycle planning, go to http://www.openagile.com.

Mike Caspar, CSM, Open Agile Certificate Holder
http://mike-caspar.blogspot.com

Posted in How-To Apply Agile, OpenAgile - Tagged OpenAgile, Planning Poker

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