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RE: [scrumdevelopment] Re: Large Federal Software Projects

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  • Ken Delong
    Steve Martin was pretty clear on this subject in the film Dead Men Don t Wear Plaid . Even Marlowe had to wear a clip-on. ... From: Chris Brooks
    Message 1 of 41 , Feb 4, 2005
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      Steve Martin was pretty clear on this subject in the film "Dead Men Don't Wear Plaid". Even Marlowe had to wear a clip-on.

      -----Original Message-----
      From: Chris Brooks [mailto:brookscl@...]
      Sent: Fri 2/4/2005 10:58 AM
      To: scrumdevelopment@yahoogroups.com
      Cc:
      Subject: Re: [scrumdevelopment] Re: Large Federal Software Projects


      On Fri, 4 Feb 2005 13:18:13 -0500 (EST), mbannen@...
      <mbannen@...> wrote:
      >
      > A study conducted by John Hopkins concluded that the reduction in blood
      > flow to the brain resulting from daily tie use reduces the efficiency of
      > cognitiive function by 74. In addition to the physiological evidence, the
      > report sites numerous case studies demonstrating an undeniable coorelation
      > between tie use by executive decision makers and failed projects.

      That's why I always wear clip-ons.

      --
      Chris Brooks
      http://www.chrisbrooks.org


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    • Todd Hartle
      What did the spreadsheet look like?
      Message 41 of 41 , Mar 13, 2005
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        What did the spreadsheet look like?


        On Fri, 11 Feb 2005 16:20:41 -0000, morri027 <paula.morrison@...> wrote:
        >
        > I agree. A good tool will not even be noticed.
        >
        > We were tracking sprints in spreadsheets before we got VersionOne.
        > The developers had no problems transitioning from tracking their
        > tasks in a spreadsheet to tracking their tasks in VersionOne. From
        > their perspective, there was no difference. From a management
        > perspective, though, VersionOne offers so much more than the
        > burndown charts. For example, VersionOne offers a dashboard view of
        > all the projects. This is a valuable tool when communicating with
        > senior management. VersionOne also tracks velocity, which helps
        > management measure productivity and helps teams improve their
        > estimates.
        >
        > This is not a VersionOne commercial - no kickback or anything like
        > that. I've just found it to be a very useful SCRUM tracking tool.
        >
        > --- In scrumdevelopment@yahoogroups.com, "Shimmings, Ian"
        > <ian.shimmings@c...> wrote:
        > > Another good use of a tool is where the team(s) are less than
        > ideally
        > > located. They can help support communication where face-to-face
        > chats
        > > are more difficult.
        > >
        > >
        > >
        > > Also, a colleague pointed out that if you notice the tool then it's
        > > probably not that good - it should be truly fit for purpose.
        > >
        > >
        > >
        > > Ian
        > >
        > >
        > >
        > > ________________________________
        > >
        > > From: Mike Cohn [mailto:mike@m...]
        >
        > > Sent: 10 February 2005 22:46
        > > To: scrumdevelopment@yahoogroups.com
        > > Subject: RE: [scrumdevelopment] Scrum Implementation by using tools
        > >
        > >
        > >
        > > I find that a tool is very useful for getting a team to a "level 1"
        > > adoption--that is, where they get the framework and know how to
        > act in a
        > > Scrum-like manner.
        > >
        > > The tool alone cannot take a team to the next level where they
        > fully
        > > understand why they are doing the things they are doing. They need
        > to
        > > understand Scrum to get that.
        > >
        > > However, a good tool that gets a team working in iterations,
        > > prioritizing
        > > work, focusing on deliverables, and communicating has tremendous
        > value.
        > > It
        > > can quickly get a team to this first level and from there they can
        > learn
        > > more about what they are doing and why and that will help them move
        > > further.
        > >
        > > --Mike Cohn
        > > Author of User Stories Applied for Agile Software Development
        > > www.mountaingoatsoftware.com
        > >
        > >
        > > -----Original Message-----
        > > From: Hubert Smits [mailto:hubert.smits@g...]
        > > Sent: Thursday, February 10, 2005 6:36 AM
        > > To: scrumdevelopment@yahoogroups.com
        > > Subject: Re: [scrumdevelopment] Scrum Implementation by using tools
        > >
        > >
        > > Hi Boris,
        > >
        > > I agree and I disagree.
        > >
        > > > I am sitting on my chair and hop because I can not let this
        > stand.
        > >
        > > Hi hi, send us a picture or a movie :-)
        > >
        > > > SCRUM is not a process, Scrum is not a Methodology so you can
        > not use
        > > > a tool to implement it.
        > >
        > > I disagree here, Scrum is a process, the monthly iterations, the
        > daily
        > > iterations, the time-boxing is to me a clear process. And you have
        > to
        > > stick to the process (not rediculesly) to make it work.
        > >
        > > > SCRUM IS COMMON SENSE
        > >
        > > Hmm, yes it is, but it is more then that. Everybody has common
        > sense,
        > > but that doesn't mean everybody can implement Scrum or any other
        > Agile
        > > process. It is also more then common sense in the sense that it
        > > prescribes communication moments: the plannng session, the stand-p
        > > meeting, the review session. It is this collection that makes it
        > > unique and makes it a process, maybe a method.
        > >
        > > > The skeleton is only an ideal way of doing Scrum. It works, but
        > it
        > > > needs to be adapted for every team project, organization and
        > > > situation.
        > >
        > > Yep, true but you can't just drop everything and still call it
        > Scrum.
        > >
        > > > If you do what you say above than you do exactly the opposite.
        > You
        > > > start implementing Scrum as others implemented RUP or CMM or
        > Prince 2
        > > > or whatever.
        > >
        > > Assuming that you mean implementing Scrum by using a tool: yes, I
        > > think you're right. I'm still keen to learn how a tool can *help*
        > with
        > > an implementation. For example, using a burndown chart makes the
        > > acceptance of Scrum a lot easier in my project, as people
        > understand
        > > that it is not all free format or uncontrolled.
        > >
        > > > Then you kill the idea of having a mindset ship within an
        > > > organization. Scrum is not about changing process but changing
        > whole
        > > > enterprises by bringing back the value of doing things right. Not
        > > > bringing back the value of doing things in the way it should be
        > done.
        > >
        > > Very true, agile thinking and Scrum are about changing mindsets.
        > But
        > > don't get too idealistic, delivering value (usually working
        > software)
        > > is what counts for an enterprise. Some people will not accept a
        > change
        > > in their mindset and you may have to work with them regardless.
        > Using
        > > Scrum as a process, supported by some tools, may increase the
        > chance
        > > of acceptance by the die-hards.
        > >
        > > > Again --- we do not want to implement Scrum, we want to deliver
        > good
        > > > software or whatever the goal of our project is by using common
        > sense
        > > > and encourage people to be self organized and responsible.
        > >
        > > Sounds like chicken and egg to me. I would implement Scrum to
        > achieve
        > > the mindshift. But you can do it the other way round I guess.
        > >
        > > > ----- boris
        > >
        > > --Hubert
        > >
        > >
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