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  • Redesigning Superpages mobile - Integrum
    ground up Integrum also did significant work on the iPhone application providing the client with a comprehensive mobile solution under one roof Much of the design for the applications was done by Goldman Design while Integrum completed implementation The iPhone and Android applications are available for download from the AppStore and Android Market PREVIOUS iTunes Connect Invalid Binary Error NEXT SoChurch Building a communications platform Step up to the mic

    Original URL path: http://integrumtech.com/2010/10/redesigning-superpages-mobile/ (2016-04-26)
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  • SuperGuarantee iPhone App Commercial - Integrum
    is the spot PREVIOUS Video Made Easy with Ruby on Rails using Sorenson Media NEXT XP Tip of the Week Feedback Cycle Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author Crew Subscribe to the blog Get inspired with an Agile Weekly Podcast Derek Clayton and Chris slowly remember what they were talking about Oh ya Culture Fit

    Original URL path: http://integrumtech.com/2010/03/superguarantee-iphone-app-commercial/ (2016-04-26)
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  • XP Tip of the Week: Courage - Integrum
    some decision that will probably turn out incorrect but didn t do anything about it For example we ve all probably overheard this one Bob So the AC says that they need x functionality on the homepage Joe Wait doesn t having y functionality on the homepage conflict with x functionality Bob Ya I guess but I mean the AC is right there it d be easy to implement I say we do it Joe Hrm I guess we can always ask them tomorrow at standup Here I think it takes courage to pipe up and say Hey why don t you guys call the client just ask em right now It s really easy to just keep working away and ignore what s happening but that bias to action is pretty cowardly when you know what s wrong 1 Beck K 2005 Extreme Programming Explained Embrace Change Second Edition Upper Saddle River NJ Pearson Education Inc PREVIOUS So you d like to work for Integrum NEXT XP Tip of the Week Theory of Constraints Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author Crew Subscribe to the

    Original URL path: http://integrumtech.com/2010/06/xp-tip-of-the-week-courage/ (2016-04-26)
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  • Announcing the Inaugural Agile Open Southwest - Integrum
    involved in the Agile community will benefit from the conversations and relationships generated during this event What To Expect As an Open Space event the conference content will be created organically by the participants as the session convenes and throughout the day For more information about the Open Space format visit http www openspaceworld org When is it Friday November 16th 2012 Registration and breakfast starting at 8 00AM with the closing session finishing at 5 00PM Where Is It Agile Open Southwest will take place at the Chandler Gilbert Community College Pecos Campus 2626 East Pecos Road Chandler Arizona 85225 2499 map in Chandler Arizona Lodging is available nearby at the Hampton Inn Suites Gilbert Hyatt Place Gilbert and the Crowne Plaza Resort Hotel San Marcos PREVIOUS Episode 80 Demanding Technical Excellence with Declan Whelan NEXT Episode 81 Spike Stories Estimating Before Planning and Blocked Stories Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website About the author Clayton Lengel Zigich Autodidact While Agile teams find that a high trust environment is key to their success they often ignore the most important aspect a shared sense of vulnerability claytonlz Subscribe

    Original URL path: http://integrumtech.com/2012/09/announcing-the-inaugural-agile-open-southwest/ (2016-04-26)
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  • Episode #83 - Agile Manifesto with James Grenning - Integrum
    that at the beginning of a project we can really lay out a detailed plan that s going to work is I m more and more convinced that that s crazy How do you plan an invention Just pounding at widgets would be one thing but there s really an invention being created there Pretty much everywhere that software is being invented or whatever you re applying Agile or Lean to I suppose maybe fashion There s a disconnect between the flavor of Lean and manufacturing in a flavor of Lean in design Because one is you need variation in design to come up with creative ideas and then manufacturing you need to be able to do that same thing over and over again with high quality What about planning you re asking me I actually tell people not to use Planning Poker because I feel like it s too slow At the time of that first meeting when I just dreamed it up out of a pragmatic need to get a meeting that was stalled going again it really helped speed this up Then we discovered other things within the same year that sped us up even more like using affinity grouping and such so that we could start to see which things are alike which things are different Then do a batch mode Planning Poker and piles of stories Yeah we know that those estimates are really wrong and you re just trying to come up with some guesses to how big something is so you can know whether or not you should proceed If you spend two days playing Planning Poker you re wasting two days You could do that in two hours using other techniques I hear what the Lean people are saying Why estimate at all But my world in embedded systems where there s hardware and software that have to come together the business is to have an idea of when things are going to happen We can t just live in the ideal world of what s the most important thing to do next Although we do work on the most important thing to do next we ve got to try and create some vision of how long it s going to take Derek I like to tease and say We call them estimates for a reason If they were actuals we would call them actuals But I think I take a very similarly approach in that really it s about estimating as quick as humanly possible and getting something that is accurate not necessarily as precise as possible If we know going in that it is an estimate and that the bigger amount of time we re trying to measure the more inaccurate we re going to be but we like to use if you re taking more than a minute per story to come up with an estimate you re probably taking more time than it s worth unless you really need to be precise James Yeah unless you re about to work on it If you re about to work on it OK But if you re just trying to come up with a release plan for instance that stretches out to see how insane we are for trying to do what we re trying to do It should be very fast Derek Yeah it s the litmus test Is this something we could even remotely fathom to do in this amount of time If the answer is no we just keep chunking it down until when we get something that s won t be right but at least it will be somewhere in the neighbor of the ballpark I find that most product managers that s good enough for them They don t want to be told You re going to get everything and then you don t get anything so if somebody can chunk it down to a reasonable piece they can either go out and ask for more money move dates or do some things upfront which removes some of the anxiety from them really and gives them the ability to say Is this worth doing I think you talked a little bit about embedded I think some of the work you re doing with embedded TVD is pretty fascinating in the sense of I think 10 years ago I don t think a whole lot of people would have thought that Agility was a place where hardware and software would necessarily all intersect with each other but I think it s becoming more and more commonplace in the manufactured or embedded world especially if move to mobile devices a number of other things What are some kind of trends you re seeing in the embedded world and adoption of maybe some of the XP practices James Actually the funny thing about embedded software is yes there are some different things about it but it really doesn t matter because all the techniques and principles for instance the solid design principles and having rapid feedback these are all things that are going to be helpful whether you re programming on a microcontroller an Android phone or an IBM mainframe if there is such a thing anymore The underlying principles are the same I had this nice advantage of growing up in the embedded world and then spending a bunch of time not in it and when I first ran into extreme programming it just seemed to solve some problems For instance one of the challenges of the embedded engineer is that they don t have hardware usually What that used to mean to us is that we would code like crazy with no way of knowing if it works Then when we finally got the hardware really close to the deadline then we d have to figure out if it works and of course it didn t We d get these high hopes in all of our

    Original URL path: http://integrumtech.com/2012/10/episode-83-agile-manifesto-with-james-grenning-2/ (2016-04-26)
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  • Episode #135 - Ticket Driven Agile - Integrum
    to deal with the issue that s in your bucket that is longer that I m willing to do with which totally submarines the whole reason why you were telling people to go put things in the bucket Now you re pissed and you re right back your fire fighting culture yet you still pissed everybody off because you re forcing them to go put stuff in the bucket Clayton One of the other things that contributes to this is siloed work or siloed styles of doing things Rather than saying Oh can you do that Like I know you want me to do it I don t have the inaudible 07 11 with you I can t do it right now Is there someone else that can do it It s putted in the queue because I want to be the only one that can still do it Or maybe I don t even think on those terms but I know I am the only one There s no possible way anyone else can do it It has to be me Derek I would say that the way that I see this really creep up is in organization don t know how to thin slice their work meaning that their taking really big increments of work that take almost entire sprint Means that they have no ability to deal with anything else coming in Then teams that are not cross functional in a highly siloed where only one team in the whole organization can do a certain type of work When I have problem with my product but I m dependent on your DBA for it I m blocked I m really stressed out and I want to get you to do the work for me I m not allowed to do it Now you create queuing for whatever team has the lowest throughput and the most request are the longest cycle time is the team that starts to get backed up and starts to have the behavior of We ll go create a ticket for it I can t deal with this My throughput s not in I m so slow at what I m doing Instead of saying Hey can I teach you how to do it so that next time you don t have to wait for me That doesn t exist in this organizations or the team that doesn t want to let go of that magic keys and teach somebody else Jake I think the convenient thing is that when you have the non agile or commenting control style especially with the developers The developers get the work from their project manager and tells them what to do I think the stuff just fits in so nicely A ticket can come in and then you have this nice little package this task item that you can just give to people There s no conversation If it started out as a conversation then it would stay a conversation longer The second it goes into the tool it s just like tractable task I think that s how they get treated like Do the task The person doing the work especially if it was command and control and other doing agile they re just being told what to do They don t even think about it They might say that this seems dumb I don t know why I m doing this I did this four times last week we probably shouldn t do it again But Whatever it s a ticket in my queue I got to do it Jade Imagine we ve started with great intentions We really cared about agility and somehow it s evolved in ticket driven agile inside the organization How do you change it How do you escape that If you re in an organization at some scale Derek Throw the tool away immediately Stop relying on the tool That s the easiest way to force you to deal with those issues Usually what people say is There s no way we can scale if we don t have like this If you have more demand coming in you then your throughput can handle That s the real problem not the tool If you say We can just put it down in a quick little spreadsheet or something that s real basic a piece of paper or something The minute that you have more stuff to do than fits on the back of your neck and to do list that s probably a pretty reasonable smell that you ve got other problems other than the tool That you ve got a team that can t work fast enough for the demand that s being created by them What can you start to do to fix that problem Clayton It s like if someone wants to start eating healthy The easiest thing is if you just say only eat things that are whole foods that came out of the ground looking like that Or not processed If I want a pizza and I had to make that from things that were whole foods that s a lot of effort and work Jade What if I go to Whole Foods laughs Clayton OK Go to Whole Foods No If I want that stuff and I had to make it all myself that would really suck I would think maybe there s some other way I could get this craving for what I have Every time I told someone submit a ticket I actually had to write a card and put it on a board and look at it all the time I would be like crap is there some other way we could not put this stuff on the board Which I think the ideas of maybe someone else could do this work Or I don t know is there some way we could automate this Or more than one person looking

    Original URL path: http://integrumtech.com/2014/04/episode-135-ticket-driven-agile/ (2016-04-26)
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  • Episode #08 - Done is Done - Integrum
    work because you ve built this funky thing on Making sure the UI and the UX are reasonable is a big part of making sure that things don t come back Clayton A lot of that the UI UX stuff A lot of developers probably put on their I m a developer hat and they don t want to get into the front end or UX mentality Even if you read some basic stuff about UX or information architecture or whatever those people call themselves these days even if you knew basic stuff about that it s really just a common sense thing I know common sense isn t very common but there s a lot you can without really having to exert a lot of effort on your part while you re developing the feature Most of those things in terms of the UX stuff especially and the workflow comes from communication with the product owner and planning That s probably one of the biggest ones that prevent developers from delivering something that is actually what the product owner wanted Derek What I see a lot especially with people who don t have as much experience or don t have confidence is they ll have a planning meeting with the product owner they ll get some reasonably good wireframe UX UI the designer would get involved to do that They ll go to start implementing the feature and they ll know the workflow is broken when they re doing it Instead of raising the red flag back up to the product owner or to somebody else on the team who s responsible for UX or UI and saying This feels really clumsy You re asking me to select 100 items here but if you try to select more than 5 it takes forever Isn t there a better way we can do it A lot of times developers shirk that responsibility and say I m not the designer I m not a UX guy I m just going to implement what was given to me and what was discussed The first thing that happens is the product owner or the designer might even sign off and say Yeah it looks great Then they give it to the first user who actually has to select 100 things out of that 1000 and goes This is the worst piece of software I can t use this The developer instinct is I knew that If you knew that you need to speak up That s a big part of it as well Clayton More often than not you probably run into a situation where you don t wireframes necessarily or lots of well thought out interface elements and things like that When you get into that mentality especially when people feel like they re crunched for time they try and use the simplest possible solution Going back to the Web application example if you don t really have a whole lot of design elements in place or a style guide for instance and you re just winging it it s really easy to crap out a bunch of stuff on this page And it totally doesn t make any sense Submit button is this thin little thing that s way off on the right hand side When developers use a site like that you tell them Go use this antiquated government website all they have to say are all these terrible things Oh I m so much better and I would never do this But when they re crunch for time or even when they re not crunch for time when they re just trying to get the feature done they say Hey sweet I got the feature done It totally works I can click through it even though for the product owner or maybe a not so technical person or especially a user it s like What s this huge thing I m staring at I have no idea how to do anything I don t know how to start Derek Yeah Another part that comes along that is sometimes we get such tunnel visioned on doing iterative development that we only think about the current iteration the current feature set that we re on We forget those entry and exit points and some of those workflows along it Maybe I ve got some form of object that s got some attributes on it It goes through some form of a process to do calculations or to do something and somebody asked for this brand new piece of functionality He says Hey I need to be able to calculate this new thing I need a new attribute and based on that attribute I need to calculate new values After 30 days you need to go check this other attribute and re tally something So we go and we add the attribute to the table We update the calculation We write this really fantastic test We ran all of our regression test and we say This is awesome The feature s implemented We re golden Then the product owner goes and says Look I ll go and check that And the first thing they do is Um there s no way to add the new value to the attribute We ve totally forgotten that Oh yeah we inserted that in the database and we inserted that in our test without ever having a screen going and updating the screen for that object to allow for that attribute Sometimes it s as simple as asking another person on the team that s not part of that process and say Hey can you just take a look at this and run through it really quick And you find that kind of stuff right away because the first thing they say is Where do I put that new value Clayton Right Two big questions that would be huge wins for most teams would be when

    Original URL path: http://integrumtech.com/2011/03/scrumcast-8-done-is-done/ (2016-04-26)
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  • Ideas for Startup Weekend - Integrum
    Learned from Startup Weekend Step up to the mic Cancel reply Your email address will not be published Comment Name Email Website Recent revolutions Take the first step towards greatness and hire a coach today Send us your questions comments

    Original URL path: http://integrumtech.com/2012/08/an-agile-teams-lessons-learned-startup-weekend/photo/ (2016-04-26)
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