Thanks, Jeanne! I'm glad we could be here. The book just got back from the printer and should be showing up on store shelves next week. People who want to order it online can get a 35% discount by ordering direct from O'Reilly (http://www.oreilly.com/catalog/9780596527679/) and using the "JAVAGL" coupon code. (Unfortunately, the code only works for U.S. customers for some complicated legal reason.)
James Shore, coauthor of <a href="http://www.amazon.com/Art-Agile-Development-James-Shore/dp/0596527675" target="_blank" rel="nofollow">The Art of Agile Development</a>. Website and blog at <a href="http://www.jamesshore.com" target="_blank" rel="nofollow">http://www.jamesshore.com</A> .
I would like to know what you feel about the size of a team in a scrum environment. What should be the ideal size of a team? According to Ken Schwaber it should be roughly up to 7 people... but what happens when you get cross functional "horizontal" assets in a sprint and your teams grow to 14? how do you mitigate that?
At my company, we tried to develop agile, but we've noticed it its very difficult to maintain in an environment that doesn't support it. It's like a continues fight and very exhausting. The demos at the end of the sprint, great idea... the only problem is we've got loads of (sarcasm and) critisism on things that were not yet implemented. 'where is this' 'how do you do that' without really looking at what was done. I know they are supposed to say what the team should implement the next sprint , but somehow it were always us saying 'we're gonna do that and that'. We missed guidance from (product)management.
@James, I read most of your articles at http://www.jamesshore.com/index.abstract and must say I recognized a lot. But somehow I'm afraid that only programmers read these types of articles. In your book, do you address how to implement agile development in a sceptic and hesitating environment ?
I know is a common question, but I would like to know the way you would sell Agile idea to a RUP Oriented shop....
That's a good question, Bill. I suppose the best answer is "It depends".
If it were up to me, I'd try to find the biggest problem (or most valuable missed opportunity) and figure out a way to apply agile practices to it. For example, if you're having issues with code quality, I suggest starting to adopt test driven development and refactoring. If your customer isn't satisfied about what you're delivering, have him or her sit with your team one day a week for a month.
I assume here that because you have a process, there's a certain amount of team support for that process, and adopting agile practices in stages will be most effective. You don't have to say explicitly "Let's pull in some agile practices" or "I pulled this out of an XP book", but you do need to choose what you do deliberately, with assent from the rest of the team, and you need to promote a culture within your team where you analyze how the practice is working or not working and adjust it accordingly.
Sometimes encouraging that kind of reflection on your processes is a team's biggest need.
If you're working with a new team on a new project, you may have more freedom to experiment with new approaches, but I think you do need assent from the rest of the team and the discipline to reflect on what's happening.
Author of <a href="http://www.amazon.com/gp/product/0596527675?tag=jranch-20" target="_blank"><i>The Art of Agile Development</i></a>
nice to see you here! I look forward to an interesting week.
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