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Download Agile Development & Business Goals. The Six Week Solution by Bill Holtsnider PDF

By Bill Holtsnider

  • The skill to think about software program improvement as part of the enterprise is missing in a long way too many organizations.Many CIO’s report back to the COO or maybe the CFO - in preference to the CEO.Technology is barely going to develop into an increasing number of very important within the coming years, and the organisations which are capable of align this to their monetary wishes and supply wishes are those that might reach the recent economy.

    The skill to teach and comprehend the alignment of a enterprise zone base line to those methodologies will provide businesses a few aid in jumping the chasm to precise Agile improvement.

    This booklet addresses a miles ignored hole among the technical and enterprise facets of software program development.I suggest it for C-levels and undertaking leads to boot. it will even be a useful gizmo for the senior administration that may be accountable for imposing this type of solution.

    - Steve Ropa, Agile advisor, VersionOne

    All agile practitioners dream of accomplishing improvement flywheels that yield high-value positive factors on a predictable cadence. whereas today’s hubbub approximately Agile delivers this, reaching it after which maintaining on-going momentum are tricky to assert the least.

    The Six Week Solutionprovides concentration and strategies to many components that needs to be addressed for prime output groups. The pragmatic techniques present in the booklet may be without delay followed for brand new groups or, often times, tailored to enhance current agile operations.I suggest it as invaluable interpreting for these short of a greater figuring out of the dynamics present in an agile-centered company.

    - invoice wooden, vice president, Product improvement, Ping Identity

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Extra resources for Agile Development & Business Goals. The Six Week Solution

Example text

Additional problems 39 ADDITIONAL PROBLEMS Too often, product management lets requirements of a software project change. This was as real a problem in the 1980s as it is today, and with the speed of communication through the Internet, it is a more significant problem now. Software companies exist in a competitive marketplace where new technologies of hardware, software development languages, and operating systems sometimes change drastically within six months. The temptations to chase the newest bright shiny object are enormous and if you don’t chase that object, your competitor will introduce even more FUD (Fear, Uncertainty, and Doubt) regarding your company and product into the marketplace.

One man week. Designer struggles to keep a coherent design together while accommodating new needs. One week. Implementer makes questionable decisions trying to keep changes from breaking existing functionality. One week. QA finds that existing functionality was, in fact, broken anyway and sends it back for fixing. One week. Cost of Change Two man weeks Five man weeks Reactions to this list There are generally three reactions to this list: • • • One reaction is to think that this example is exaggerated because it is assumed that people who are really good at this will not have these problems.

The first analyst is no longer with company, so a new analyst tries to learn the original findings, update them, and get sign-off. One day. Requirements engineer locates and updates requirements and gets approval of changes. One day. Designer reworks completed design to accommodate new needs and makes less than ideal decisions to reduce the impact on the completed system. Two days. Developer reworks implementation to reflect new design while trying not to break anything that is already working.

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