The work we do continually amazes me. Ally Physical index cards are only appropriate if the team sits together, or at least has a common area in which they congregate. Agile Methods A method, or process, is a way of working. I thought Brian was the project manager? If you exercise reasonable care, you're unlikely to lose cards. The result should look something like Figure 4-1.
I loved the challenge of programming. Besides exploring one particular theme in agile development, each étude can illuminate an aspect of how your team works together on your agile project. Although you can use software, index cards just work better: they're easier to set up and manipulate, make it easier to see trends and the big picture, and allow you to change your process with no configuration or programming. They need to figure out what provides the most value, set the appropriate priorities for the work, identify all the details that programmers will ask about, and fit in time for customer reviews and testing. It includes sections where you can refute objections and it backs the principles up with studies and data. Enlist the help of your project manager and remind people that software development is very expensive.
Perhaps the most important factor was that my partner was a very laid-back, easy-going person who put up with my occasional bad mood. We need more requirements, design, and testing, not less! If you have a trusted manager you can turn to, ask for her help and advice. Be sure to read Chapter 4 before putting our advice into practice. Without attention and reflection—that is, mindfulness—the études are just games. Refactoring allows incremental design and architecture.
The answer is more complicated than you might think. If your team is larger than seven programmers. In the first two months of live production usage over 25,000 citations were entered using the new system. David Schwartz and Amy Schwab of True North pgs, Inc. If someone respects you as a leader, then you might be able to just tell him to stop working.
Be sure that these stories have precise completion criteria. You should probably involve the product manager at some level and you may need the programmers to estimate the cost of fixing some of the bugs. If you have trouble concentrating, try taking smaller steps. First, work with stakeholders to create the product vision. In particular, this book tackles the difficult aspects of agile development: the need for cooperation and trust among team members.
Overall, I think this is a great book with which to start your Agile journey. I began to believe that maintainability was the key to success—an idea that was confirmed as I entered the workforce and began working with teams of other programmers. Technical tasks are part of the cost of implementing stories and should be part of the estimates. If a lot of people are off-site, if a central figure is often absent, or if your team is split across multiple locations, you need help beyond this book. If it includes reporting, create a story for a bare-bones report.
Index cards and pencils were scattered around the tables, and whiteboards covered the walls. In each iteration, the team analyzes, designs, codes, tests, and deploys a subset of features. Allow two or three months if you can. We get to include a lot of practical tips. There are two easy ways to cut them: set aggressive deadlines to reduce development time, or ship the work to a country with a lower cost of labor.
Some people like me need a lot of personal space. To support this process, programmers work in pairs, which increases the amount of brainpower brought to bear on each task and ensures that one person in each pair always has time to think about larger design issues. Timeboxing meetings, for example, can reduce wasted discussion. They figure out the general requirements for a story before the programmers estimate it and the detailed requirements before the programmers implement it. Brian is our product manager.
The programmers could include a database designer, a security expert, or a network architect. They, led by the product manager, determine which features the team will develop. Document the results in your design document. Sometimes the best way to do this is to split up, pursue parallel lines of inquiry, and come back together to share what you have learned. If you cannot pair program, consider avoiding collective ownership, at least at first. They rightly expect their project teams to take care of fine details.
Pairs typically feel that they have worked harder and accomplished more together than when working alone. Personal Success Personal success is, well, personal. When programmers need information, they simply ask. The Art of Development contains practical guidance for anyone considering or applying agile development for building valuable software. When I was a kid, I was happy just to play around.