Software the Agile Way....

http://chrissteeleagile.com/scrum-kanban-scrumban/

1. Understand the organizational setting and nature of the work, 2. Makeup of the team, 3. and then choose a method that works for that setting 4. What is the business workflow that is going to work for you? 5. What are your organizational strengths and weaknesses, and 6.  how can you harness the former and shore up the latter? 

What do your customers really want from you? No matter what your industry, your customers want more than just great products and workable solutions. What they really want to know is that you--personally--are the type of person whom they can trust to get the job done.  Here are the seven things they want to see in you: 1. Independent Thinking Customers want to know that you'll represent their interests, even it's not in your own financial interest--and particularly when the proverbial chips are down. (Of course, it's your job to make certain that the chips stay up.) 2. Courage Customers want to know that you can be trusted to do the right thing. They expect you to tell them if buying what you're selling is a mistake, or not truly in their interests.  That takes real guts. 3. Pride The best customers don't want you to truckle and beg. Because they're trusting you to deliver, they want to work with proud, successful people who can handle even the most diff...

Good Change management and frozen wishlist from the product owner are the keys to handle such situation.

http://www.businessanalystfaq.com/financebankingknowledgeforba.htm http://ecommerce.hostip.info/pages/279/Customer-Relationship-Management-CRM.html http://www.21crmsystems.com/about_crm/crm_components.aspx http://www.marketingteacher.com/lesson-store/lesson-crm.html# http://www.destinationcrm.com/Articles/News/Daily-News/What-Is-CRM-46033.aspx

http://www.techsmith.com/jing.html http://www.techsmith.com/camtasia.html http://www.gliffy.com/ http://www.collab.net/products/scrumworks http://teamforge.net/

http://xp123.com/articles/invest-in-good-stories-and-smart-tasks/ INVEST in Good Stories I -  not overlap in concept N - the  essence, not the details V - valuable to the customer E - We don't need an exact estimate, but just enough to help the customer rank and schedule the story's implementation S - Smaller stories tend to get more accurate estimates. T - Writing a story card carries an implicit promise: "I understand what I want well enough that I  could  write a test for it." SMART Tasks S -   S pecific  enough. helps people understand whether the tasks add up to the full story. M - The key  M easure   is, "can we mark it as done?" A -  The task owner should expect to be able to  A chieve  a task. R -  Every task should be  R elevant,  contributing to the story at hand. T - A task should be  T ime-boxed : limited to a specific duration. This doesn't need to be a formal estima...

Whiteboards and stickies. Start with the basics and get the teams involved before you invest in tools. At this point, tools are detrimental. Learn the game before investing.  Some things you should think about:  1. Who's your audience?  2. What value are you capturing?  3. What type of measurements do you want visible?  4. Who will actually be using the tool?  Keep retrospecting with the team over a few months while working the stickies and the whiteboards and the team will define the requirements. Compare this will the foreseen business value from your stakeholders and you should be able to drive a decision.  Lastly, don't buy something that has too many gadgets; that defeats the simplicity of agile.  

1. Eliminate Waste 2. Build Quality In 3. Create Knowledge 4. Defer Commitment 5. Deliver Fast 6. Respect People 7. Optimise The Whole In the future posts we will discuss the above mentioned principles.