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28 Articles match "Companies","Products"
| Related DevelopMentor Courses | MORE | | Agile Advice for Aviva (and many other big companies) Aviva are trying to be “Agile” but like every other big company are struggling. Someone asked me if I could name a big company which had made the Agile change and I struggled. Yes, many big companies are trying Agile, and yes there are many successful teams in these companies. But has an entire company made the entire change? Pay the SyncConf Norwich team to re-run the conference again (with a few tweaks) inside the company. really don’t know that much about the inside of your company, I’m assuming. Personally I’m pessimistic about their chances. Allan Kelly's Blog - Tuesday, February 19, 2013 You are not Steve Jobs (and don't try to be him) Jobs was a perfectionist: products didn’t get launched unless he approved of them. Jobs would spurn products/employees who he didn’t think were up to scratch: if employees are loyal to the company and to you, and if you have a deep talent pool, and (perhaps) the stock-options are worth a lot you might get away with this. Apple products are simple because they lack so much, once launched they are refined and elaborated in the market. Thus we have the discipline of Product Management to help us. it is a copy). Here are a few examples. It seems incredible now. Allan Kelly's Blog - Friday, November 18, 2011 Heresy: My warped, crazy, wrong version of Agile I increasingly feel that the way I interpret Agile, the practices and the processes, if different to the rest of the world. Perhaps this is just self doubt, perhaps because I started doing Agile-like-things before reading about XP or Scrum, perhaps this is because my version has always been more informed by Lean, perhaps this is because I have never achieved Certified Scrum anything status, perhaps because I’ve never worked for ThoughtWorks, perhaps because I hold and MBA (and thus have an over inflated opinion of myself) or perhaps I’m just wrong. And I believe it is wrong to pretend you can. Allan Kelly's Blog - Thursday, February 9, 2012 |
165 Articles match "Companies","Products"
| The Latest from DevelopMentor | MORE | | Testing triangles, pyramids and circles, and UAT typically hear people say there are between two and four times as much test code (for unit tests) as production code. Both mean: showing a potentially finished product to real life users and getting their response. The difference is: UAT tends to happen in corporate environments where users work for the company and will need to use the software. Beta testing tends to happen in software vendor environments and it means showing the software, even giving it to, potential users outside the company. Now a question: where did this come from? Allan Kelly's Blog - Friday, May 24, 2013 Agile Clinic: Dear Allan, we have a little problem with Agile. The sender has graciously agreed to let me share the mail and my advice with you, all anonymously of course… The sender is new to the team, new to the company, they are developing a custom web app for a client, i.e. they are an ESP or consultancy. Could it be that the Product Owners are not sufficiently flexible in what they are asking for and are therefore setting the team up to fail each sprint? 'Consider this blog an Agile Clinic. On Friday an e-mail dropped into my mailbox asking if I could help. the Developers work in sprints, estimating tasks in JIRA as they go. Yikes! Allan Kelly's Blog - Sunday, April 28, 2013 Requirements whose job are they anyway? 'Later this week I’m giving a talk at Skills Matter entitled: “Business Analyst, Product Manager, Product Owner, Spy!” First all too often this side is neglected, companies believe that Developers will somehow comprehend what is needed from a simple statement. In the extreme this means developers never get to meet, talk to or understand the people and businesses that will be using the product. In the UK it seems to me that too many companies think requirements are done by Business Analysts. think there are a number of problems on this side of the business. Allan Kelly's Blog - Monday, April 15, 2013 | -
| The Best from DevelopMentor | MORE | - Agile Advice for Aviva (and many other big companies)
Aviva are trying to be “Agile” but like every other big company are struggling. Someone asked me if I could name a big company which had made the Agile change and I struggled. Yes, many big companies are trying Agile, and yes there are many successful teams in these companies. But has an entire company made the entire change? Pay the SyncConf Norwich team to re-run the conference again (with a few tweaks) inside the company. really don’t know that much about the inside of your company, I’m assuming. Personally I’m pessimistic about their chances. Allan Kelly's Blog - Tuesday, February 19, 2013 - Product Management an open secret, a differenciator
At the Skills Matter Agile Lean Kanban exchange the other week someone - sorry I missed you name - told me about a report from the BBC on Product Management. It turns out the report is from a branch of the BBC I didn’t know about, “BBC Academy” and it entitled “The State of Product Management 2010.” Its well worth reading if you have an interest in Product Management or the UK software development scene. Although I’ve not blogged about it for a while Product Management is one of my passions. In Silicon Valley there is a well developed role called the Product Manager. Allan Kelly's Blog - Tuesday, December 14, 2010 - Software Facts - well, numbers at least
About a year ago I needed some numbers about software development - industry norms really: effectiveness, productivity, bug counts etc. Overwhelmingly Jones researched American companies and American teams. It is counter productivity to invest in tools before resolving organisational and methodology issues. Finally for now, I’m only at chapter 3, Jones says that currently available data on software production is less than 1% of what is needed. Jones, for those who don’t know, has made a career out of analysing software and software teams numbers. Tom Gilb is right!) Allan Kelly's Blog - Friday, January 14, 2011 - Agile elevator pitch
Companies such as the BBC, GE Energy, Yahoo, the Financial Times, The Guardian and others have already adopted the approached.” This involves working with a variety of companies all involved in software development - from online e-commerce website builders to companies creating embedded software for medical devices. At some point such pitches become meaningless, you don’t know if the product will fix your software development issues, cure cancer or make you tea in the morning. As some people know, I’ve been doing a lot of work in Cornwall recently. Indifferent? Allan Kelly's Blog - Tuesday, November 2, 2010 - You are not Steve Jobs (and don't try to be him)
Jobs was a perfectionist: products didn’t get launched unless he approved of them. Jobs would spurn products/employees who he didn’t think were up to scratch: if employees are loyal to the company and to you, and if you have a deep talent pool, and (perhaps) the stock-options are worth a lot you might get away with this. Apple products are simple because they lack so much, once launched they are refined and elaborated in the market. Thus we have the discipline of Product Management to help us. it is a copy). Here are a few examples. It seems incredible now. Allan Kelly's Blog - Friday, November 18, 2011 - Managing requirements in Agile development
I make no apologies for blogging again about Product Management because it is important and because, on the whole. So Product Management is a long run play. That is one of two reasons why Agile methods tend to underplay requirements and “Product Ownership” - because you get a lot of benefits by ignoring them to start with. In the UK confusion between Project and Product management is rampant. It is slowly getting better but many companies can’t tell the two apart. Product Management on the other hand can always be shrunk to squeeze in. Allan Kelly's Blog - Sunday, November 2, 2008 - Layered burn-down charts
This company had taken the product backlog and divided it into monthly releases: November, December, January and so on. But the company felt it knew what it wanted and since the team knew their velocity they could take a stab at which release it would be in. This was fairly straight forward when the company (thought) it knew everything to be done and ball-pack estimates could be given. ve recently been advising an SOA project at another client to adopt a similar approach. The contents of a release can - and would - change. Allan Kelly's Blog - Monday, October 10, 2011 %>
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