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Written by Kevin Thompson
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Thursday, 01 October 2009 00:00 |
 Introduction
Scrum is a lightweight agile process framework used primarily for managing software development.
Scrum is
- lightweight because it has few prescribed elements
- Three roles: Team, Scrum Master (often a Project Manager), Product Owner (often a Product Manager)
- Three meetings: Sprint Planning, Daily Scrum, Retrospective
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Written by Steven Bonacorsi
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Monday, 28 September 2009 00:00 |
 It is difficult if not impossible to solve complicated problems without considering many factors and the cause-and-effect relationships between those factors. Defining and displaying those relationships helps. The first such cause-and-effect diagram was used by Kaoru Ishikawa in 1943 to explain to a group of engineers at the Kawasaki Steel Works how various work factors could be sorted and related. In recognition of this, these diagrams sometimes are called Ishikawa diagrams. They are also called fishbone diagrams, because they look something like fish skeletons.
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Written by Jack Milunsky
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Thursday, 24 September 2009 00:00 |
 Introduction
Waste is a killer in any organization. But if you don't know what to look for then you're probably not going to be able to find waste and minimize it or eradicate it. This series primarily deals with explicitly defining the 7 wastes in software development so that you can start thinking about how this may affect your ability to remain as productive as you can be. This can make a significant difference to your company's bottom line.
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Written by Alex Smirnoff
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Monday, 21 September 2009 00:00 |
 As Leo Tolstoy once noted in Anna Karenina: “All happy families are the same yet all unhappy families are unhappy in their unique ways” Adapting the above to the large scale technical system development programs yields us something like: “All green programs are equally green but every red one is red in its unique way...” There is, however, a feature that is endemic to red programs. They all manage to screw up their requirements development. Statistically, about 80 % of red programs list bad requirements as a factor contributing into their “redness”. Moreover, about 80% to 90% of red programs with requirements problems never recover and stay red for the duration of the program.
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Written by David Bulkin
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Thursday, 17 September 2009 00:00 |
You can find literally hundreds of blog posts and articles in the agile community about the Daily Standup, a.k.a. Daily Scrum. But there is little written about what often comes, or at least should come, after, the Daily Standup.
What, you may ask should come after the Daily Standup? Well, the Almost Daily, Detailed Sit-Downs, of course! By the way, if you haven't heard the term before, Detailed Sit-Downs are not defined as a standard Scrum Meeting, but perhaps they should be!
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Written by Yonesy F. Nunez
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Monday, 14 September 2009 00:00 |
 The exchange and protection of sensitive information is vital and part of everyday business operations, however, the information that is exchanged may be located in many different formats and locations, making the underlying processes inefficient and the information and data handling inadequate.
This document outlines a strategy for building an adaptable document management and control system that will satisfy an organization’s requirements for proper information handling and business process enablement, an effective system will include the following:
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Written by Bob Broda
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Thursday, 10 September 2009 00:00 |
 The cloud computing phenomenon seems to have appeared in the market out of nowhere. Hardware vendors, software vendors, service providers are all touting the business benefits of Cloud Computing.
Although the term is relatively new and evolving, the concepts are based on mainly new technologies in infrastructures (mainly virtualization and cloud), new application technologies (Web 2.0 and parallel processing architectures) and expanding network connectivity options ( Cisco’s Data Center 2.0 and 3.0 initiatives, along with growing bandwidth options and multi-vendor solutions.
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