Tracking change and innovation in the enterprise software development community
Scaling Scrum
in the enterprise?
ScrumWorks Pro
can help.
Start a trial today
Free Book Offer
SOA Demystified
$40 Value
QCon London 2010!
March 10-12, 100
Speakers, 80 sessions,
"THE" team leads and,
architects conference.
Posted by Abel Avram on Jul 03, 2008
In this presentation filmed during QCon 2007, Jeff Sutherland, the creator of Scrum, talks about his visit at Google to do an analysis of Google's first implementation of Scrum. He tells how Google started with no engineering management, then gradually introduced Scrum without spoiling the development culture formed over the years.
Google removed all low level engineering management back in 2001. They formed lots of small teams of 2-3 developers which constantly took the leadership of their team. They were responsible for what they were doing, including fixing bugs in production code without asking anyone about that. That created a special development culture in which everyone was feeling completely responsible for his contribution to the company and no one was expecting a boss to tell him what to do next. Later on, they started to gradually introduce Scrum step by step and forming organic management whose primary role was to support developers' activity and not supervise them. There are only two basic rules at Google: code reviews and every developer maintains a web page with information about his current work and his plans for the following 3 months.
The main problem Google was facing back in 2001 was missing the deadlines. As a reaction, they introduces backlogs and burn down charts. Then daily meetings. They were still missing dates. After a thorough investigations they discovered that a large number of features were work in progress. So, they started to minimize work in progress. Later they introduced iterations, and included testing tasks in the backlogs. Eventually they started creating release burn down charts.
The entire presentation is 1 hour and 8 minutes long. Jeff answers questions during the last 15 minutes of the presentation.
Learning to be a Good Product Owner: Foundation Skills
Technical Debt and Design Death
Brian Marick takes us through a quick tour of the most important values and challenges to adopting Agile successfully (they aren't the typical challenges and values we hear in the community).
The line between development and architecture is tricky. Does it exist at all? Is an ivory tower actually needed? There's a balance in the middle, but how do you move from developer to architect?
The word 'authority' sometimes produces an allergic response in hard-line agilists. Freedom and authority – both are bad if misused and both are good if used in right spirit for a noble cause.
"Getting Started with Grails" brings you up to speed on this modern web framework. Companies as varied as LinkedIn, Wired, and Taco Bell are all using Grails. Are you ready to get started as well?
Those familiar with only ITIL V2 often scoff at the thought that ITIL could serve as a governance framework for SOA. With ITIL V3, the focus of the framework shifted towards service-orientation.
SpringSource CTO Adrian Colyer discusses AspectJ, SpringSource's dm Server and tc Server products, OSGi and Scrum.
Heroku's Adam Wiggins talks about Rails, Background Jobs, Add-Ons, Ruby, and how Heroku manages to work around Ruby's inefficiencies using Erlang and other languages.
For Grady Booch the foundation of a good architecture is patterns, SOA being just one of many patterns. In this Second Life presentation, Booch attempts to bring more clarity on what architecture is.
1 comment
Watch Thread Reply