Agile Game Development: The Project Manager Role - 0 views
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The Project Manager works with the Product Owner to insure that cost is always a consideration when evaluating the Product Backlog.
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"Super Scrum Master"
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Among the Project Manager's responsibilities:
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Agile Resources: Velocity | VersionOne - 0 views
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Does maximum velocity mean maximum productivity? Absolutely not. In an attempt to maximize velocity, a team may in fact achieve the opposite. If asked to maximize velocity, a team may skimp on unit or acceptance testing, reduce customer collaboration, skip fixing bugs, minimize refactoring, or many other key benefits of the various Agile development practices. While potentially offering short-term improvement (if you can call it that), there will be a negative long-term impact. The goal is not maximized velocity, but rather optimal velocity over time, which takes into account many factors including the quality of the end product.
InfoQ: Opinion: Agile Coaches Frequently a Source of Adoption Problems - 0 views
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Coaches help teams learn Agile practices get from 'Agile seems to be something we should do' to 'we are practicing Agile development and succeeding by regularly delivering business value'.
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ncreasingly there are reports of initial success followed by failures with Agile adoption.
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I believe that there is a problem to how current Agile coaches - especially external ones (such as the author) - have traditionally performed their jobs. In fact, I think we are part of the problem
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The Product Owner in the Agile Enterprise - 0 views
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Responsibilities Vary by Software Business TypeSince the business mission, organization, operating methods, roles, titles and responsibilities differ dramatically across industry segments, it follows that the patterns of agile adoption vary across these segments as well
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Information Systems/Information Technology (IS/IT) -teams of teams who develop software to operate the business; accounting, CRM, internal networks, sales force automation and the like. Customers are primarily internal to the enterprise.
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Embedded Systems (embedded) - teams of teams who develop software that runs on computers embedded in other devices - cell phones, electronic braking systems, industrial controls and the like. Customers may be either internal or external to the enterprise.
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Is TDD Dead - 0 views
The New Methodology - 0 views
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ringing a forceful dose of reality into any project
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ong test phase after the system is "feature complete"
ATDD From the Trenches - 1 views
null - 1 views
BDD in a Nutshell - 1 views
Permanent Link to Feature Flow - Increasing velocity using Kanban - 1 views
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team that had some problems getting their process right
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their velocity was decreasing and spirits were low. Luckily we managed to change our process by changing some basic Scrum practices and replacing some of them with Lean practices, inspired by the new Kanban articles and presentations. Productivity is now higher than ever and we can now focus on what really matters: product quality and customer satisfaction.
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one major issue: getting things done. The major symptom was the frustration of management and the team with the project. The first 3-week time box (sprint) ending with about 30% (!) of all features still in progress, when, of course, they should all have been done and ready for shipment.
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ArticleS.UncleBob.TheThreeRulesOfTdd - 1 views
James Shore: The Art of Agile Development: Incremental Design and Architecture - 1 views
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when you first create a design element—whether it's a new method, a new class, or a new architecture—be completely specific. Create a simple design that solves only the problem you face at the moment, no matter how easy it may seem to solve more general problems
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Waiting to create abstractions will enable you to create designs that are simple and powerful.
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The second time you work with a design element, modify the design to make it more general—but only general enough to solve the two problems it needs to solve. Next, review the design and make improvements. Simplify and clarify the code. The third time you work with a design element, generalize it further—but again, just enough to solve the three problems at hand. A small tweak to the design is usually enough. It will be pretty general at this point. Again, review the design, simplify, and clarify. Continue this pattern. By the fourth or fifth time you work with a design element—be it a method, a class, or something bigger—you'll typically find that its abstraction is perfect for your needs. Best of all, because you allowed practical needs to drive your design, it will be simple yet powerful.
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