Monthly Archives: November 2009

Share Your Story

One of the best ways to illustrate how agile and Scrum can transform the way an organization manages its development is through case studies. Rather than simply saying that agile methods will streamline processes, reduce cycle time, and improve product quality, a case study illustrates how agile and Scrum can achieve those things. Moreover, theyÂ’re inspirational. When you can see that someone at another organization has experienced the same challenges and worked through them to successfully implement agile, it gives you the confidence to embark on that journey yourself.

Do you have an agile or Scrum transformation story youÂ’d like to tell? If so, please post them here in the comments. To make things interesting, the person who submits the best one will receive a free iPod Nano.

Please make sure that the story you submit contains the following three sections:

  • The Problem. What was going wrong at your organization that made you decide to implement agile or Scrum?
  • The Application. Once your organization decided to use Scrum to surface dysfunction and transform its processes, how did you go about doing it? What were the first steps you took? Was it an organization-wide adoption or just on the team level? Did you use training or tools?
  • The Solution. What was the result? Can you quantify the improvements that Scrum and agile helped realize? Have other teams at your organization begun adopting agile management techniques?

I look forward to reading your stories. Deadline for submission is Dec. 31, 2009 and please try to keep your case studies to between 500 and 750 words.

Lean IT

Lately, “Lean”—which derives from the lean manufacturing practices popularized by Honda and Toyota in the 1980s—has been a popular topic in software development circles. Not only does much of agile development have its roots in Lean’s streamlined, waste-averse practices, but Forester just held its Business Technology Forum which focused on the new concept of “Lean IT.”

Over at ZDNet, columnist Joe McKendrick wonders aloud what this new term actually means and, more specifically, what it means for teams developing software. Citing Wikipedia’s definition of Lean IT as “vague and convoluted,” he ultimately expresses doubt that Lean IT is much more than a new name for waste-reducing activities that agile developers have been using for years. Without a doubt, McKendrick thinks there’s value in the principles being advertised as “Lean IT,” he just doubts that they’re all that different from strategies that organizations are already using. Read the entire post here.