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Distributed Agile Development - Part I
The prevailing perception in many Agile software development circles is that co-location of team members and the customer is a pre-requisite for success. However, for a variety of reasons, co-location is not always desirable or feasible. This paper will walk through the principles behind the Agile Manifesto, noting those principles that may conflict with the distribution of team members. The discussion will then turn to techniques that allow the successful geographical distribution of work while following the spirit of those principles. This discussion will be supported by anecdotal as well as other evidence. Limitations to the application of the techniques will also be discussed.
(Friday, December 29, 2006 4:11 PM)
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Distributed Agile Development - Part II
The prevailing perception in many Agile software development circles is that co-location of team members andthe customer is a pre-requisite for success. However, for a variety of reasons, co-location is not always desirable or feasible. This paper will walk through the principles behind the Agile Manifesto, noting those principles that may conflict with the distribution of team members. The discussion will then turn to techniques that allow the successful geographical distribution of work while following the spirit of those principles. This discussion will be supported by anecdotal as well as other evidence. Limitations to the application of the techniques will also be discussed.
(Friday, December 29, 2006 4:13 PM)
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Agile Documentation - Part I
Development projects often lack an Agileapproach to documentation. Word files are emailed, printed out orchecked into the version control system. UP artifacts are created outof habit, even when they are not needed.
This talk will focus onhow to provide an Agile approach to documentation--asking and answering the important questions: what should we document and when should we do it?
(Friday, December 29, 2006 4:04 PM)
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Agile Documentation - Part II
Development projects often lack an Agileapproach to documentation. Word files are emailed, printed out orchecked into the version control system. UP artifacts are created outof habit, even when they are not needed.
This talk will focus onhow to provide an Agile approach to documentation--asking and answering the important questions: what should we document and when should we do it?
(Friday, December 29, 2006 4:06 PM)
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JBoss ESB and SOA - part I.I
The focus of this session will be to demonstrate innovative open source technologies and give you an insight into the skills, tools and techniques for SOA-enabling your enterprise architecture. This session will be taught via lecture as well as interesting live demonstrations (e.g. .NETlinking to Java-based Rules engine) on various SOA related technologies such as JBoss ESB, SOAP, WSDL, JBoss jBPM BPEL and JBossWS.
(Tuesday, January 09, 2007 4:09 PM)
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JBoss ESB and SOA - part I.II
The focus of this session will be to demonstrate innovative open source technologies and give you an insight into the skills, tools and techniques for SOA-enabling your enterprise architecture. This session will be taught via lecture as well as interesting live demonstrations (e.g. .NETlinking to Java-based Rules engine) on various SOA related technologies such as JBoss ESB, SOAP, WSDL, JBoss jBPM BPEL and JBossWS.
(Tuesday, January 09, 2007 4:14 PM)
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JBoss ESB and SOA - part II.I
The focus of this session will be to demonstrate innovative open sourcetechnologies and give you an insight into the skills, tools and techniques forSOA-enabling your enterprise architecture. This sessionwill be taught via lecture as well as interesting live demonstrations(e.g. .NETlinking to Java-based Rules engine) on various SOA related technologies such as JBoss ESB, SOAP, WSDL, JBoss jBPM BPEL and JBossWS.(Tuesday, January 09, 2007 3:09 PM)
(Tuesday, January 09, 2007 4:18 PM)
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JBoss ESB and SOA - part II.II
The focus of this session will be to demonstrate innovative open source technologies and give you an insight into the skills, tools and techniques for SOA-enabling your enterprise architecture. This session will be taught via lecture as well as interesting live demonstrations (e.g. .NETlinking to Java-based Rules engine) on various SOA related technologies such as JBoss ESB, SOAP, WSDL, JBoss jBPM BPEL and JBossWS.
(Tuesday, January 09, 2007 4:22 PM)
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The great Metrics Debate - Part I
Project Burndown, Team Velocity, Feature Points, Effort Estimates, and Earned Business Value are among the many metrics that are gaining popularity in Agile project. But it can be argued that gathering metrics is almost contrary to the spirit of being Agile. More traditional metrics such as number of bugs per developer, lines of code, working time and other “efficiency” measurements have been shown to be detrimental to a team's “agility.” Furthermore, reliance on overly precise metrics can lead to more time being spent gathering and managing information than making any use of it. The Agile Manifesto states that we should favor working software over documentation, and individuals and interactions over processes and tools. Yet many metrics efforts generate extra documentation and processes. So how can metrics be good for you? Or to be more pertinent, can ”wasting” time gathering metrics help you become more Agile?
(Monday, December 18, 2006 12:32 PM)
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The great Metrics Debate - Part II
Project Burndown, Team Velocity, Feature Points, Effort Estimates, and Earned Business Value are among the many metrics that are gaining popularity in Agile project. But it can be argued that gathering metrics is almost contrary to the spirit of being Agile. More traditional metrics such as number of bugs per developer, lines of code, working time and other “efficiency” measurements have been shown to be detrimental to a team's “agility.” Furthermore, reliance on overly precise metrics can lead to more time being spent gathering and managing information than making any use of it. The Agile Manifesto states that we should favor working software over documentation, and individuals and interactions over processes and tools. Yet many metrics efforts generate extra documentation and processes. So how can metrics be good for you? Or to be more pertinent, can ”wasting” time gathering metrics help you become more Agile?
(Monday, December 18, 2006 12:35 PM)
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Enterprise Maven 2.0 - Part I
Unleash the power of Maven to streamline enterprise application development Building enterprise Java applications is a challenging process in which you must build, package, and deploy multiple components to a wide variety of environments. These components frequently depend on one another and on third-party libraries and frameworks. Additionally, effective software development organizations want this process to be automated, repeatable, and continuously integrated. Every enterprise application built will address these issues to some extent, and most will do so differently.
(Monday, December 18, 2006 12:11 PM)
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Enterprise Maven 2.0 - Part II
Unleash the power of Maven to streamline enterprise application development Building enterprise Java applications is a challenging process in which you must build, package, and deploy multiple components to a wide variety of environments. These components frequently depend on one another and on third-party libraries and frameworks. Additionally, effective software development organizations want this process to be automated, repeatable, and continuously integrated. Every enterprise application built will address these issues to some extent, and most will do so differently.
(Monday, December 18, 2006 12:18 PM)
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Monitoring distributed projects ; a tool comparison - Part I
The first agile principle (http://agilemanifesto.org/) says “individuals and interactions over processes and tools”. This line leads us to think that the agile principle gives more importance to individuals than the processes. Does that mean we should not give importance to agile methods like Scrum, XP, etc and do only what the individuals (team members') decide? “Or”, discard the tools, avoid automation and do things manually? In fact, tools usage has been given less importance in agile manifesto.But from the past experiences while working with agile teams, it is clear that, tools are in fact necessary part of agile development environment. Can you imagine a situation where the team does not have continuous integration tool, automated testing tool, code coverage tool and were asked to deliver a quality product in a short period of time ?. It would have taken ages for the development teams to deliver a quality product without tools.
(Monday, December 18, 2006 12:23 PM)
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Monitoring distributed projects ; a tool comparison - Part II
The first agile principle (http://agilemanifesto.org/) says “individuals and interactions over processes and tools”. This line leads us to think that the agile principle gives more importance to individuals than the processes. Does that mean we should not give importance to agile methods like Scrum, XP, etc and do only what the individuals (team members') decide? “Or”, discard the tools, avoid automation and do things manually? In fact, tools usage has been given less importance in agile manifesto.But from the past experiences while working with agile teams, it is clear that, tools are in fact necessary part of agile development environment. Can you imagine a situation where the team does not have continuous integration tool, automated testing tool, code coverage tool and were asked to deliver a quality product in a short period of time ?. It would have taken ages for the development teams to deliver a quality product without tools.
(Monday, December 18, 2006 12:27 PM)
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Agile a set of Methods & Skills or a leadership Mindset and culture ? - Part I
In this talk, I'll demonstrate a proven, dramatically effective means for developing a leadership mindset and culture of agility in any organization, including yours.
Why? Agile development is moving mainstream and lots of companies are discovering bumps in the road to adoption. We've learned the hard way that you can't successfully "install" agile skills and methods in an essentially nonagile culture where traditional leadership mindsets prevail. But we keep trying. Oh sure, you can successfully run an agile project or two in such an environment as long as you have the sponsorship and leadership to buffer the project and team from the organization's attempts to inoculate itself against invasion by agilists run amuck. Agile skills and methods succeed on a project or two, but then the proponents of this success meet numbing resistance as they attempt to expand agile disciplines into other teams.
Conclusion? Agile methods and skills are necessary but not nearly sufficient elements for creating the agile enterprise. Instead, we need to be thinking and talking about agile as a leadership mindset and culture that creates one agile operating context throughout the organization supporting the rapid and effective movement of people, information, trust, honesty, and information about projects, operations, and results.
(Tuesday, December 12, 2006 5:33 PM)
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