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  • (responding to Paul) I'll try to add to the good answers you already had. > 1) If the team has a 5 point story and it is felt that they spent > closer to 8 points of effort on it, we can change the claimed > number of points to 8 once the story is complete That doesn't help, because you are comparing against pre-existing estimations that are equally likely to be equally accurate...
    pauloldfield1 Aug 10, 2010
  • (responding to Michael) > I move that all apologies be banned. > > Also top posting. If "top posting" is what I think it is, then *yes please* can we try to cut that down? Please? My Inbox would be eternally grateful... Paul Oldfield Capgemini
    pauloldfield1 Jul 16, 2010
  • (responding to Mark) > There are plenty of tools that will generate diagrams from code, > so you don't have to create a detailed diagram before coding. > > When the sh*t hits the fan, I've never met a developer that runs > to a diagram to figure out what's going on. :-) The same holds > for code comments. Diagrams are notoriously out of date. In the past I found that those...
    pauloldfield1 Mar 16, 2010
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  • (responding to Hiren) > Is it OK to move stories the team thought they would complete, > but mid iteration figured out they won't be able to? Or the team > has to wait until the last day of the iteration and reflect the > same in Burndown? Many Scrum teams are doing "Crank the Handle" construction work in their iterations. There is still a fair degree of 'unknown', but the sprint...
    pauloldfield1 Mar 8, 2010
  • (rewsponding to Mark) > It's generally management, and not the team members, that > continue to push for heavyweight requirements documents... That's 'learned behaviour' - from when it was a good idea to get a signature on a piece of paper before committing to work that they weren't going to deliver for 6 months or more. Now they forgot why they learned it, so don't know they can...
    pauloldfield1 Mar 4, 2010
  • (responding to Mark) > > Well, I gave you a list of 15 things that some people value. > > I guess we could take a lead from Hillel's sig line and say > > they are all various categories of attempting to use process > > to cover for us being too stupid to be agile. > > > > We value knowing that we are testing to see that our system does > > what the customer wants (but we're too...
    pauloldfield1 Mar 4, 2010
  • (responding to Mark) > When the matrix is created, who is responsible for verifying > its correctness? Don't we need tests for the matrix? I thought I'd better clarify, in case you were expecting me to answer this, that I don't favour the use of traceability, in general. Having said that - the way I've seen it used, it is superseded by reality and few teams bother to maintain it. I...
    pauloldfield1 Mar 3, 2010
  • (responding to Ron) > > ...and there's a fine example of how to get traceability in an > > agile fashion. That might cover my headings "Clarification", > > "Sponsorship", or hopefully both. > > Depends what happens next, though. Chet and I don't even recommend > retaining that form for the story /card/ and we think that the story > itself is expressed in /conversation/ and...
    pauloldfield1 Mar 3, 2010
  • (responding to Cory) > "The CSD designation requires three days of technical training, > one day of Scrum training, and an elective course" Having software development practices that 'plug in' to generic Scrum is a good idea, in my opinion... > ...called Certified Scrum "Professionals". ...but I still have the opinion that certification is NOT a good way to go, for several reasons...
    pauloldfield1 Mar 3, 2010
  • (responding to Ron) > If the Product Owner wants to know where she is getting her ideas, > she can keep track of that in any way that she wants. A very common > one is to write stories in the form > > As Stakeholder B, > I want Some Damn Feature > So that I can accomplish Some Damn Accomplishment. ...and there's a fine example of how to get traceability in an agile fashion. That...
    pauloldfield1 Mar 3, 2010