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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

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  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

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  • GLOBALFOUNDRIES Accelerates Innovation while Protecting IP with AutoVue for Agile

    - by Celine Beck
    GLOBALFOUNDRIES is a full-service semiconductor foundry with a global footprint. Launched in March 2009, the company quickly grew to be the second-largest foundry in the world, providing a unique combination of advanced technology and manufacturing to more than 160 customers. With operations in Singapore, Germany, and the United States, GLOBALFOUNDRIES is the only foundry that offers the flexibility of having secure manufacturing centers that span three continents.We sat down with Kishan Shah, Manager of PLM Practice at GLOBALFOUNDRIES so that he can explain how Oracle AutoVue integrated with Oracle Agile PLM supports the company’s mission of “turning sand into gold” ; enabling collaborative design-for-manufacturing and fostering innovation, all while protecting critical intellectual property.You can watch the video interview by clicking here. A customer success story is also available on Oracle’s website. 

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  • Agile version control?

    - by Paul Dixon
    I'm trying to work out a good method to manage code changes on a large project with multiple teams. We use subversion at the moment, but I want more flexibility in building a new release than I seem to be able to get with subversion. Here's roughly I want: for each developer to create easily identifiable patches for the project. Each patch delivers a complete user story (a releasable feature or fix). It might encompass many changes to many files. developers are able to easily apply and remove their own and other patches to facilitate testing release manager selects the patches to be used in the next release into a new branch branch is tested, fixes merged in, and ultimately merged into live teams can then pull these changes back down into their sandboxes. I'm looking at stacked git as a way of achieving this, but what other tools or techniques can deliver this sort of workflow?

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  • L'apprentissage continu serait l'élément clé du succès des méthodes agiles, selon une fondatrice d'Agile Leadership Network

    L'apprentissage continu serait l'élément clé du succès des méthodes agiles ! selon la cofondatrice d'Agile Leadership NetworkAh ce cher jeunot d'Agile, il n'en finit pas de faire parler de lui et une chose est sûre, chacun y va avec sa propre vision. Pour certains, il se résume à flexibilité, pour d'autres, il serait discipliné ou bien encore adaptatif.Toutefois, ne serait-il pas caractérisé en premier lieu par l'apprentissage continu ? C'est ce que note Pollyanna Pixton, présidente d'Evolutionary...

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  • Does anyone else get worn out using Scrum, finishing sprint after sprint?

    - by Simucal
    I'm with a pretty small startup and we started using a form of a Scrum/Agile development cycle. In many ways I enjoy Scrum. We have relatively short sprints (2 weeks) and I like the Burndown Chart to track the teams progress. I also like the Feature Board so I always know what I should be doing next. It feels good taking down a feature's card from the board, completing it and then putting it in the burn down pile. However, we are now entering in our 18th Sprint release cycle and I'm starting to feel a little burnt out. It isn't that I don't like job or my co-workers, it is just that these sprints are... well, sprints. From start to finish I literally feel like I'm racing against the clock to maintain our development velocity. When we are done with the sprint we spend one day planning the next sprints feature set and estimates and then off we go again. For people who work in a mature Agile/Scrum development process, is this normal? Or are we missing something? Is there normally time in a Scrum enviornment that is unassigned/untracked to get done some minor things and to clear your head?

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  • Real life example of an agile game development process outputs

    - by Ken
    I'm trying to learn about applying agile methodologies to game development. But seems to be impossible to find real life examples. There seems to be plenty of material discussing how 'in principle' agile is applied to a game. But that is NOT what I am looking for. I have the Keith book. What I AMlooking for are real EXAMPLES of things like; Initial user stories Final user stories (complete, covering the entire game requirements) Acceptance criteria Task list Sprint backlogs (before and after each sprint) The agile books seem to have some limited examples, many of which seem contrived or limited. In this era of open source software, there must be a publicly available documented example of the process applied to a real game. I am asking specifically about games because they are so different from normal applications. Regular applications are built to all users to complete specific tasks in order to get stuff done(book a room, print a report etc). People play games for much less tangible reasons, so I think the process is significantly different. [it doesn't have to be scrum, it could be any process, just needs to be a real life example game and be reasonably complete]

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  • There is No Scrum without Agile

    - by John K. Hines
    It's been interesting for me to dive a little deeper into Scrum after realizing how fragile its adoption can be.  I've been particularly impressed with James Shore's essay "Kaizen and Kaikaku" and the Net Objectives post "There are Better Alternatives to Scrum" by Alan Shalloway.  The bottom line: You can't execute Scrum well without being Agile. Personally, I'm the rare developer who has an interest in project management.  I think the methodology to deliver software is interesting, and that there are many roles whose job exists to make software development easier.  As a project lead I've seen Scrum deliver for disciplined, highly motivated teams with solid engineering practices.  It definitely made my job an order of magnitude easier.  As a developer I've experienced huge rewards from having a well-defined pipeline of tasks that were consistently delivered with high quality in short iterations.  In both of these cases Scrum was an addition to a fundamentally solid process and a huge benefit to the team. The question I'm now facing is how Scrum fits into organizations withot solid engineering practices.  The trend that concerns me is one of Scrum being mandated as the single development process across teams where it may not apply.  And we have to realize that Scurm itself isn't even a development process.  This is what worries me the most - the assumption that Scrum on its own increases developer efficiency when it is essentially an exercise in project management. Jim's essay quotes Tobias Mayer writing, "Scrum is a framework for surfacing organizational dysfunction."  I'm unsure whether a Vice President of Software Development wants to hear that, reality nonwithstanding.  Our Scrum adoption has surfaced a great deal of dysfunction, but I feel the original assumption was that we would experience increased efficiency.  It's starting to feel like a blended approach - Agile/XP techniques for developers, Scrum for project managers - may be a better fit.  Or at least, a better way of framing the conversation. The blended approach. Technorati tags: Agile Scrum

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  • Time Tracking on an Agile Team

    - by Stephen.Walther
    What’s the best way to handle time-tracking on an Agile team? Your gut reaction to this question might be to resist any type of time-tracking at all. After all, one of the principles of the Agile Manifesto is “Individuals and interactions over processes and tools”.  Forcing the developers on your team to track the amount of time that they devote to completing stories or tasks might seem like useless bureaucratic red tape: an impediment to getting real work done. I completely understand this reaction. I’ve been required to use time-tracking software in the past to account for each hour of my workday. It made me feel like Fred Flintstone punching in at the quarry mine and not like a professional. Why You Really Do Need Time-Tracking There are, however, legitimate reasons to track time spent on stories even when you are a member of an Agile team.  First, if you are working with an outside client, you might need to track the number of hours spent on different stories for the purposes of billing. There might be no way to avoid time-tracking if you want to get paid. Second, the Product Owner needs to know when the work on a story has gone over the original time estimated for the story. The Product Owner is concerned with Return On Investment. If the team has gone massively overtime on a story, then the Product Owner has a legitimate reason to halt work on the story and reconsider the story’s business value. Finally, you might want to track how much time your team spends on different types of stories or tasks. For example, if your team is spending 75% of their time doing testing then you might need to bring in more testers. Or, if 10% of your team’s time is expended performing a software build at the end of each iteration then it is time to consider better ways of automating the build process. Time-Tracking in SonicAgile For these reasons, we added time-tracking as a feature to SonicAgile which is our free Agile Project Management tool. We were heavily influenced by Jeff Sutherland (one of the founders of Scrum) in the way that we implemented time-tracking (see his article http://scrum.jeffsutherland.com/2007/03/time-tracking-is-anti-scrum-what-do-you.html). In SonicAgile, time-tracking is disabled by default. If you want to use this feature then the project owner must enable time-tracking in Project Settings. You can choose to estimate using either days or hours. If you are estimating at the level of stories then it makes more sense to choose days. Otherwise, if you are estimating at the level of tasks then it makes more sense to use hours. After you enable time-tracking then you can assign three estimates to a story: Original Estimate – This is the estimate that you enter when you first create a story. You don’t change this estimate. Time Spent – This is the amount of time that you have already devoted to the story. You update the time spent on each story during your daily standup meeting. Time Left – This is the amount of time remaining to complete the story. Again, you update the time left during your daily standup meeting. So when you first create a story, you enter an original estimate that becomes the time left. During each daily standup meeting, you update the time spent and time left for each story on the Kanban. If you had perfect predicative power, then the original estimate would always be the same as the sum of the time spent and the time left. For example, if you predict that a story will take 5 days to complete then on day 3, the story should have 3 days spent and 2 days left. Unfortunately, never in the history of mankind has anyone accurately predicted the exact amount of time that it takes to complete a story. For this reason, SonicAgile does not update the time spent and time left automatically. Each day, during the daily standup, your team should update the time spent and time left for each story. For example, the following table shows the history of the time estimates for a story that was originally estimated to take 3 days but, eventually, takes 5 days to complete: Day Original Estimate Time Spent Time Left Day 1 3 days 0 days 3 days Day 2 3 days 1 day 2 days Day 3 3 days 2 days 2 days Day 4 3 days 3 days 2 days Day 5 3 days 4 days 0 days In the table above, everything goes as predicted until you reach day 3. On day 3, the team realizes that the work will require an additional two days. The situation does not improve on day 4. All of the sudden, on day 5, all of the remaining work gets done. Real work often follows this pattern. There are long periods when nothing gets done punctuated by occasional and unpredictable bursts of progress. We designed SonicAgile to make it as easy as possible to track the time spent and time left on a story. Detecting when a Story Goes Over the Original Estimate Sometimes, stories take much longer than originally estimated. There’s a surprise. For example, you discover that a new software component is incompatible with existing software components. Or, you discover that you have to go through a month-long certification process to finish a story. In those cases, the Product Owner has a legitimate reason to halt work on a story and re-evaluate the business value of the story. For example, the Product Owner discovers that a story will require weeks to implement instead of days, then the story might not be worth the expense. SonicAgile displays a warning on both the Backlog and the Kanban when the time spent on a story goes over the original estimate. An icon of a clock is displayed. Time-Tracking and Tasks Another optional feature of SonicAgile is tasks. If you enable Tasks in Project Settings then you can break stories into one or more tasks. You can perform time-tracking at the level of a story or at the level of a task. If you don’t break a story into tasks then you can enter the time left and time spent for the story. As soon as you break a story into tasks, then you can no longer enter the time left and time spent at the level of the story. Instead, the time left and time spent for a story is rolled up from its tasks. On the Kanban, you can see how the time left and time spent for each task gets rolled up into each story. The progress bar for the story is rolled up from the progress bars for each task. The original estimate is never rolled up – even when you break a story into tasks. A story’s original estimate is entered separately from the original estimates of each of the story’s tasks. Summary Not every Agile team can avoid time-tracking. You might be forced to track time to get paid, to detect when you are spending too much time on a particular story, or to track the amount of time that you are devoting to different types of tasks. We designed time-tracking in SonicAgile to require the least amount of work to track the information that you need. Time-tracking is an optional feature. If you enable time-tracking then you can track the original estimate, time left, and time spent for each story and task. You can use time-tracking with SonicAgile for free. Register at http://SonicAgile.com.

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  • TDD - How to start really thinking TDD?

    - by user74825
    I have been reading about Agile, XP methodologies and TDDs. I have been in projects which states it needs to do TDD, but most of the tests are somehow integration tests or during the course of project TDD is forgotten in effort to finish codes faster. So, as far as my case goes, I have written unit tests, but I find myself going to start writing code first instead of writing a test. I feel there's a thought / design / paradigm change which is actually huge. So, though one really believes in TDD, you actually end up going back old style because of time pressure / project deliverables. I have few classes where I have pure unit tested code, but I can't seem to continue with the process, when mocks come into picture. Also, I see at times : "isn't it too trivial to write a test for it" syndrome. How do you guys think I should handle this?

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  • How to hook Pivotal Tracker to Redmine?

    - by cloneofsnake
    Our company is currently using Redmine, it's great for general tasks / troubleshooting (operation) but for development, I would like to adopt a more agile tool... and I found it in pivotaltracker. I googled but couldn't find any info., so that gave me a good excuse to try StackOverflow. Has anyone done it? I'm thinking of using PivotalTracker as the main tool, and all activities will be posted back to redmine for archiving and reporting. (Redmine isn't particularly strong at that either, but it does have a budget plugin and I can query the database directly for my custom reports.) Thanks.

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  • Transforming Customer Experiences Through Agile Commerce With Forrester Research’s Brian Walker – April 4th Webinar

    - by Jeri Kelley
    eBusiness today has fundamentally changed. Platforms and technologies must be flexible to support a number of business functions - marketing, merchandising, shopping, customer service - across a variety of digital channels and provide customers with a seamless, well-designed brand experience. Join us for this complimentary webinar on Wednesday, April 4th, 2012 at 12:00pm ET as Forrester Research’s Brian Walker provides expert insight on: The latest innovations, best practices, and industry trends in agile commerce, and how brands can maximize efforts How forward-thinking companies today are leveraging technology to deliver powerful customer experiences across touchpoints  The future of eBusiness and agile commerce Register Now!

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  • Transforming Customer Experiences Through Agile Commerce With Forrester Research’s Brian Walker – April 4th Webinar

    - by Jeri Kelley
    eBusiness today has fundamentally changed. Platforms and technologies must be flexible to support a number of business functions - marketing, merchandising, shopping, customer service - across a variety of digital channels and provide customers with a seamless, well-designed brand experience. Join us for this complimentary webinar on Wednesday, April 4th, 2012 at 12:00pm ET as Forrester Research’s Brian Walker provides expert insight on: The latest innovations, best practices, and industry trends in agile commerce, and how brands can maximize efforts How forward-thinking companies today are leveraging technology to deliver powerful customer experiences across touchpoints  The future of eBusiness and agile commerce Register Now!

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  • My History with Agile

    - by Robert May
    I’m going to write my history with Agile here.  That way, in future posts, I can refer back to it, instead of typing it out in the post that contains information you may actually want to read.  Note that I’m actually a pretty senior developer, and do lots of technical interviews.  I’m an Agile fan because of the difference it makes in peoples lives and the improvement in quality it brings, and I’ll sacrifice my technological advance to help teams. Management History I started management pretty early in my career, starting with the first job that I ever had.  I actually do NOT have a CS or similar degree.  I have a Bachelor’s of Business Administration with an emphasis in Computer Information Systems. My first management gigs were around call center work and were very schedule oriented.  I didn’t understand the true value of teams, and I’m ashamed to admit, I actually installed a fingerprint scanner as a time clock in this job.  I shudder to think of the impact that I had on the team spirit.  I didn’t even trust them enough to fill out their time cards correctly.  How sad. I was managing nearly 100 people in this position, with the help of a great set of subordinates. I did try to come up with reward programs for the team, but again, didn’t understand the concept of team, so instead of letting the team determine how the rewards should work, I mandated from on high, which isn’t a good thing. I was told that I wasn’t the type that would be a good manager by people whom I respected a lot.  They said it because I was a computer geek, since they don’t understand good management either, but in retrospect, they were right about me then.  I was too green. After my first job, I went on to other jobs and with the exception of one job, I’ve managed people at them all.  The rest of the management story is important for understanding agile, so I’ll save it for my next post. Technical History I’ve been in software development for many, many years.  I technically started programming on a commodore 64 in basic.  I didn’t know that I was programming, but I was sure having fun.  That was followed by batch files, Gorilla hacking (I always had to win), WordPerfect Macro programming and other things that taught me the basics. My first “real” job was with a telephone company, and that’s where I made my first database application in DataEase, wrote my first VBA app and started using real programming tools, like turbo pascal, vb3-vb5, and semi-real tools like RPG and VisualRPG.  I wrote my first web page in 1994, and built my first data driven web page in 1995 using perlDB.  You really can do anything with Perl.  At this time, I also started a Linux based internet service provider that is still in operation today.  One of the people I worked with is now a Microsoft employee building and designing frameworks you probably know well.  Smart guy.  I also built my first ASP applications connecting to Sql Server 6.5, setup Exchange 5.5 for the company, and many other system administration stuff.  I’m a programmer by choice, mostly because I don’t really like PC support. From there, I went on to a large state agency.  I got to see and maintain true waterfall projects.  5 years of maintaining the 200 VB COM+ (MTS, actually) dlls that were used to calculate a single number is a long time.  That was all Microsoft DNS technologies.  SQL Server and VB6 were the tools of choice, although .net started to be a factor near the end of employment.  I did some heavy XML work at this job and even wrote an XSD parser and validator in VB6 that was a shim until MSXML 3.0 came out.  Prior to 3.0, XSD’s weren’t supported, and I didn’t want to write DTDs. Ironically, jobs after this were more generic.  I pretty much settled in on the .net framework and revisions of it.  Lots of WPF, some silverlight, lots of ASP.NET, some SQL Azure, lots of SQL Server, some Oracle, but I don’t think that I was as passionate about development and technologies.  I was more into the management of development.  I like people. Technorati Tags: Agile,history

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