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Creativity, Art, Software and Process

September 7, 2009 — Posted by Al Shalloway

I was recently surprised when someone said I had said software is not creative.  I was surprised because I can’t imagine myself ever saying that.  On reflection, I realized I had said software is not like art.  But I meant that it is not like art because art does not have a particular customer nor does it need to follow particular rules.  Art speaks to whoever it speaks to.  It comes from the artist and its message will hit various people differently.  Software has to satisfy the needs of the customer.  In other words, great artists write from their heart and soul and they provide

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Lean is more than a set of tools

August 31, 2009 — Posted by Al Shalloway

I hear a lot of people talking about Lean as if it were just a set of tools.  I also hear a lot of people saying it doesn't make any sense to try to contrast Scrum and Lean.   If you believe the first, you will likely believe the second. This blog is an attempt to show how Lean has a set of tools, but isn't just a set of tools.  By tools, in our case, I mean the practices with which to solve problems we encounter.

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Software Quality and Daily Life

August 18, 2009 — Posted by Scott Bain

I recently had to install a driver for a network printer in my home. This is, I would say, a pretty commonplace thing to do in modern life.

I don't want to suggest that what happened was limited to a particular vendor, so we'll leave the company name out… however, it is one of the most prominent and successful printer companies in the world. Not some little podunk knock-off, in other words.

I put the CD that accompanied the printer into my drive and ran the SetUp program. Given that this is a device intended for home use, one would assume (as I did) that I would simply answer a few questions that the rest would be handled for me by the installer.

I'd installed this driver before, on other computers in my house. I knew it was large (much larger than I would think it would need to be) and that the installation took upwards of 20 minutes to complete, and that the "progress bar" would often just seem to be making no actual progress sometimes, but so long as the task manager said it was "running", I'd just have to be patient. So, I left it alone.

I came back a few hours later, and it was frozen at 24%. Task manger reported that it was still running (no "not responding" message or anything like that), so I left it. Two hours later, still nothing, so I finally cancelled the process and tried to determine the cause.

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The Case for One-Piece Flow (Part 3/3)

July 29, 2009 — Posted by Guy Beaver

Part 3: Managing Enterprise Agility

In parts 1 and 2 of this series, we discussed how the principles of queuing theory and capacity utilization suggest that keeping people busy actually works against minimizing cycle time. When applied to software development organizations, we begin to see how having too many projects underway unintentionally hides wasteful activity. In part 3, we pull together the concepts and discuss why organizations that focus on completing smaller, high value capabilities can realize much greater returns on technology investments.

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Is Part of the Agile Community Acting Like the Waterfall Community of Old?

July 15, 2009 — Posted by Al Shalloway

When I started writing this blog I had one answer to the question it presents, but after having  written it, I have another.  I will say that my initial answer was "yes, it feels similar."  You'll have to wait until the end to get my current answer.

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban