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XP and Scrum don’t have much to say - they punt. If you look at the origins of most agile systems, including Scrum and XP , they come out of experiences in big companies. Both Scrum and XP had a role which you could happily call by the modern title "Product Manager". Embedded in that assumption is why startups fail.
There are several ways to make progress evident - the Scrum team model is my current favorite. If you have a true cross-functional team, empowered (a la Scrum) to do whatever it takes to succeed its likely they will converge on the result quickly. When its receding, we rescope. Do you have a spec?
I would add -- think of your development and running your business like a PM/Developer uses Agile or Scrum in software development. The wise entrepreneur will take this advice seriously in order to distill his ideas down to their essence. No more, no less. September 15, 2008 9:19 PM James said. April 27, 2009 8:59 AM Anonymoussaid.
Eventually, I hope to get them on a full agile diet, with TDD, scrums, sprints, pair programming, and more. (Eventually, they may abolish specs altogether) Theres much more this team can do to eliminate waste in the way that they work and thereby iterate faster. Take a look and let me know what you think.
Darn good - I have struggled in relevant conversations with our in house move to scrum/agile. " And, as I tried to outline in the article, process improvements that reduce overall batch size might be a better choice. July 30, 2009 1:29 PM jkorotney said. Things like "where is the design time?"
I have been using various forms of Agile development -- mainly XP and Scrum -- for many years, but only recently came across "customer development" which makes a whole lot of sense to me. Inspired me to expand on the "whiteboard iteration" idea with some similar lessons that ive learned. link] April 11, 2009 10:24 PM Daniel Prager said.
The advantages of cross-functional teams are well documented, and for a thorough treatment I recommend the theory in the second half of Agile Software Development with Scrum. Scrum recommends 30 days; I have worked in one or two-week cycles up to about three months. At IMVU, we found 60 days was just about right.
Heres something I can relate to: We used assembla for subversion, scrums, milestones, wikis, and for general organizational purposes. Scrum reports would come in once a month, nobody was actually responsible for anything. We had all the tools in place but we didn’t actually practice agile development.
At IMVU , we called this person a Producer (revealing our games background); in Scrum , they are called the Product Owner. I believe its important that product teams be cross-functional, no matter what other job function the product champion does. Take a look and let me know what you think.
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