This week's book giveaway is in the Mac OS forum. We're giving away four copies of a choice of "Take Control of Upgrading to Yosemite" or "Take Control of Automating Your Mac" and have Joe Kissell on-line! See this thread for details.
I would like to know, the how-to for the building an new Agile Team, when the knowledge bases of the team members is inhomogen and maybe the team's lead is responseable in a weekly report to the companies CEO? What has the team's lead to-do, when the team, isn't willing to accept the rules of building an Agile Team? And, when the CEO is only willing to drop him out of your job? And, maybe, let the companies business be placed in the area of regenerative energie, such a thing that is today in every littles "dirthy" mouse too? With respect, I think, the position of the team's lead is lost! What do you think about? Thank you for your serious answer.
The very first thing the Agile Manifesto states is "*Individuals* and their interactions *over Processes* and tools".
One thing that follows is: if you can't convince the developers to agree to follow an Agile approach, you can't follow an Agile approach.
Who wants the team to "be Agile", and why?
The soul is dyed the color of its thoughts. Think only on those things that are in line with your principles and can bear the light of day. The content of your character is your choice. Day by day, what you do is who you become. Your integrity is your destiny - it is the light that guides your way. - Heraclitus
Joined: Nov 25, 2009
It seems for me, that :
Ilja Preuss wrote:The very first thing the Agile Manifesto states is "*Individuals* and their interactions *over Processes* and tools".
- is only a phrase in the pseudo philosophy of "Agility and there Manifests". Repeated day-by-day from ... like the behavour of an one-day-fly. Catched aganist the Wall when it nervs the bigger ones. If you are tough enough to explain me what this hole phrases said, I will maybe agree with.
Ilja Preuss wrote:One thing that follows is: if you can't convince the developers to agree to follow an Agile approach, you can't follow an Agile approach.
- also unimportant, it explains nothing about Agility and there Manifests. Think political uncorrect situations, corrupt the Team and place a put, put, put on them ever the Team will going to Agility.
Ilja Preuss wrote:Who wants the team to "be Agile", and why?
- the question on who is also senceless. Every Team in complete IT sectores should be go to Agility, if consequent. Best practice for a Team to go to win the race, is go to Agility. That's what I was trying to understand. I looking for a/the Global available Agile Team Experience database, to check the why's and who's... Where is the database?
Some times it helps to start out in a non agile way . This gives everybody a chance to get on the same page as far as technology and business of the application is concerned. During this non agile phase everybody comes to more or less the same speed. Now after this phase when the agile process is started the sailing will be smoother.
Also non-repeatitive activities which form the infrastructure of the application can be done out of agile process. Then couple of otherwise agile iterations can be done out of agile process. This has couple of benefits:
- The team members get familiar with the overall nature of the work.
- Iteration task estimiation would be closer to reality (with , off course, occasional overshootings)