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 Chapter 3: The Big PictureThis show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. This show focuses on Chapter 3, The Big Picture. We talk about why, if you want to see improvements in throughput in product development, it is vital to focus on the entire value stream, the entire process from when an idea is formed until it reaches the user or customer. In fact, a transition to Lean-Agile involves agility in at least four areas. It is not enough just to focus on helping developers. In order to see improvements in the throughput for product development, you have to look at the whole value stream: the entire process from when an idea is formed until it reaches the user or customer. You want to focus not on where you are spending your money but where you are spending your time. And this means looking at the time you spend waiting as well. Keeping people busy can be counter-productive if it keeps them from being available on the most important things. Think of it this way: What is the impact if projects are having to wait on the most productive, highest value people just because they are working on too many things? Agile coaches often have a technical background. This means that too often, Agile deployments focus chiefly on helping developers. This is good and necessary but it is not sufficient. If delays are being caused elsewhere, then improving development will only offer marginal gains. When you are transitioning, you have to look at improving agility in four areas: Team agilityTechnical agilityManagement agilityBusiness agilityOf course, where to start depends on your situation.About Lean-Agile Software Development: Achieving Enterprise AgilityThe motivation of this book is to create a bigger picture what teams transitioning to agile need to do. Yes, teams need to understand the mechanics of the approach to get working, but there is more. Management needs to understand how to help teams work together. Business leadership prioritizing the right things to be working on. And there is a need to ensure technical quality so that development can be done in a sustainable way.We also want to introduce Lean and how it applies to the transition. We don t believe scaling up is a very effective approach. Rather, taking a more holistic view is needed to get success. That is how Lean thinking helps.This is not a book for experienced practitioners but for those who are picking Agile, Scrum, or Lean for software development. We expect you do understand a bit about Agile but not anything about Lean.For more information see the resource page for the book.Recommendations Lean-Agile Software Development: Achieving Enterprise Agility by Alan Shalloway, Guy Beaver, and James R Trott The Lean-Agile Pocket Guide for Scrum Teams by Alan Shalloway and James R Trott Emergent Design: The Evolutionary Nature of Professional Software Development by Scott Bain Design Patterns Explained by Alan Shalloway and James R TrottFor more information, visit us at http://www.netobjectives.com/Music used in this podcast is by Bill Cushman at http://ghostnotes.blogspot.com and Kevin McLeod: http://www.incompetech.com/. If you need music, I’d encourage you to subscribe to their feeds.

 Chapter 2: The Business Case for Agility This show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. This show focuses on Chapter 2, The Business Case for Agility. We cover the five most important reasons for going Agile and how it is that understanding the whys of Agile helps you with this transition.It is important to understand the reasons for going Agile. Perhaps as important is understanding the whys of Agile: It helps you navigate your journey as you make the transition. Here are five of the most important reasons for going Agile: Deliver value quicker. Getting to market quicker is good. It is often possible to deliver some important features in stages. It allows faster return with less investment and that is always good! Helping customers discover what it is they need. Agile is best understood as a process that helps customers and developers discover in stages what it is that software should do. It helps customers focus on specifying what they know and avoid having to guess about requirements that they are not yet sure of. The most important book that covers this is Software by Numbers by Denne and Clelland-Huang. Better project management. Waterfall tends to steer projects based on milestones, which is an inaccurate guide about where a project really is. Agile steers based on working code which is much more accurate. Improving process faster. It would be better if teams learned continually but at least Lean-Agile has them learn after each iteration. Short iterations let teams learn quickly what is working and what is not. It is much better to learn lessons after two weeks rather than after two months!  Letting your design emerge based on what you are learning. While it is often ignored, there is also a technical reason for going Agile. With some discipline and appropriate tools (automated regression testing), it is possible to avoid up front design (almost always wrong or incomplete) and allow design to emerge based on what the team is discovering. This is powerful. There are two good books that describe why this is so:  Emergent Design: The Evolutionary Nature of Professional Software Development by Scott BainAgile Software Development, Principles, Patterns, and Practices by Bob MartinAbout Lean-Agile Software Development: Achieving Enterprise AgilityThe motivation of this book is to create a bigger picture what teams transitioning to agile need to do. Yes, teams need to understand the mechanics of the approach to get working, but there is more. Management needs to understand how to help teams work together. Business leadership prioritizing the right things to be working on. And there is a need to ensure technical quality so that development can be done in a sustainable way.We also want to introduce Lean and how it applies to the transition. We don t believe scaling up is a very effective approach. Rather, taking a more holistic view is needed to get success. That is how Lean thinking helps.This is not a book for experienced practitioners but for those who are picking Agile, Scrum, or Lean for software development. We expect you do understand a bit about Agile but not anything about Lean.For more information see the resource page for the book.Recommendations Lean-Agile Software Development: Achieving Enterprise Agility by Alan Shalloway, Guy Beaver, and James R Trott The Lean-Agile Pocket Guide for Scrum Teams by Alan Shalloway and James R Trott Emergent Design: The Evolutionary Nature of Professional Software Development by Scott Bain Design Patterns Explained by Alan Shalloway and James R TrottFor more information, visit us at http://www.netobjectives.com/Music used in this podcast is by Bill Cushman at http://ghostnotes.blogspot.com and Kevin McLeod: http://www.incompetech.com/. If you need music, I’d encourage you to subscribe to their feeds.

Peanut butter and jelly. Movies and popcorn. Pummeling metal and praying for world peace. Some things just go together perfectly.

Author: chrisrSWG Keywords: Smarter Planet Smart Work business agility dynamic business collaborate interview IBM Craig Hayman WebSphere trabajo mas inteligente AIM middleware BPM BEP fall launch SOA ESB frameworks industry solution service oriented architecture Added: November 2, 2009

 Chapter 1: A Developer s Guide to Lean Software DevelopmentThis show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. This show focuses on Chapter 1, An Agile Developer s Guide to Lean Software Development. The key question is, if Lean s goal is to focus on speed, quality, and low cost, how do you do it?In the past, the approach has been to try to make every step and every person as efficient as possible. That doesn t work. Instead, you have to look at optimizing the whole process. It is different than efficiency and cost; in fact, lowering cost can increase speed to market and lower quality. Lean says the better approach is to focus on removing delays. Focus on the time between the idea is conceived until the customer can consume it. This involves realizing that product development is a conversation between developers and customers to discover what is required. Cusotmers don t always know what they need. As much as possible, you want your process to improve the learning and feedback that is taking place so that customers can focus on what they really need.For example, Lean approaches include:Get feedback from the customer quickly.Write tests first. Then you immediately discover when bugs appear. Detect integration issues quickly.The bottomline is that We want to make value flow through the organization quickly and remove anything that causes delay. Finally, practices change depending on the context. How do you know the practices you are doing are good? By comparing them with the foundation lean principles. Teams have both responsibility and guidance for their work. That is the perspective they need.About Lean-Agile Software Development: Achieving Enterprise AgilityThe motivation of this book is to create a bigger picture what teams transitioning to agile need to do. Yes, teams need to understand the mechanics of the approach to get working, but there is more. Management needs to understand how to help teams work together. Business leadership prioritizing the right things to be working on. And there is a need to ensure technical quality so that development can be done in a sustainable way.We also want to introduce Lean and how it applies to the transition. We don t believe scaling up is a very effective approach. Rather, taking a more holistic view is needed to get success. That is how Lean thinking helps.This is not a book for experienced practitioners but for those who are picking Agile, Scrum, or Lean for software development. We expect you do understand a bit about Agile but not anything about Lean.For more information see the resource page for the book.Recommendations Lean-Agile Software Development: Achieving Enterprise Agility by Alan Shalloway, Guy Beaver, and James R Trott The Lean-Agile Pocket Guide for Scrum Teams by Alan Shalloway and James R Trott Emergent Design: The Evolutionary Nature of Professional Software Development by Scott Bain Design Patterns Explained by Alan Shalloway and James R TrottFor more information, visit us at http://www.netobjectives.com/Music used in this podcast is by Bill Cushman at http://ghostnotes.blogspot.com and Kevin McLeod: http://www.incompetech.com/. If you need music, I’d encourage you to subscribe to their feeds.

Stephen Walther, Microsoft Product Manager for ASP.NET AJAX, joins the show to discuss the recent advancements in the AJAX toolset found in Preview 6.

OnlyBelieveTV.com News - Episode 8 - May 16 2008 Michigan Abortionist Babies, Medical Records in Trash. Virgin Dialog debuts at University of South Carolina. Mississippi passes Covenant Marriage. Wales baby born healthy despite abortion advice from doctors. Sweden keeps adult oriented materials from prisoners. Tokyo umbilical cord saved British baby using frozen stem cells. www.onlybelievetv.com

Do you have to 'have a plan' before you start lifestreaming? If you don't 'find ur niche' will your lifestream 'suck'?