Brisbane XP Google Group

Re: Shop online and save 30% 2010.11.18.21.35.52

doug.so...@gmail.com (Doug South) — Thu, 18 Nov 2010 14:22:07 UT

Sigh.

So sorry about that. My account was hacked into from China. :( China
(115.49.35.64).

Fortunately, they didn't change my password.

Regards,
Doug

Shop online and save 30% 2010.11.18.21.35.52

doug.so...@gmail.com (Doug South) — Thu, 18 Nov 2010 13:35:59 UT

Dear friend:
What are u doing these days?I am going to recommend a Eshop to
you.Yesterday I found a web of a large trading company from
China,which is an agent of all the well-known digital product
factories,and facing to both wholesalers,retailsalers,and personal
customer all over the world. They export all kinds of digital products

YOW! Night Brisbane July 14th

doug.so...@gmail.com (Doug South) — Sat, 19 Jun 2010 01:33:11 UT

Can't see this email? Click here:
[link]<[link]>
<[link]>

Re: [Brisbane XP] Scaling Agile

k...@scrumology.com (Kane Mar) — Thu, 17 Jun 2010 06:45:33 UT

Hey Rob,
I strong agree with this and it is a common theme throughout Demings works
especially Out of the Chaos.
Yes, strongly agree. Feature teams become essential. A lot of needless
complexity is introduced into the organization if a team isn't organized in
this manner.
I would also recommend Vodde and Larman (both books, but the second one is

Re: [Brisbane XP] Scaling Agile

rib...@gmail.com (RM) — Thu, 17 Jun 2010 05:50:15 UT

I reread your question and now have this to say ...
I am prepared to theorise that there is a magnitude of 2-3 of natural
productivity that is untapped in all intellectual workers who are simply
committed to the methodology hamster-wheel, because they are
switched-off and acting under-capacity. (pulling the stick/carrot will

Re: [Brisbane XP] Scaling Agile

k...@scrumology.com (Kane Mar) — Thu, 17 Jun 2010 05:09:15 UT

Hey Mike,
I agree with you. I think my words were "... and they will keep doing
waterfall /until/ they no longer exist." That doesn't mean to say that they
*will* fail ... rather, some companies will never change their culture
sufficiently to move away from waterfall. That's not necessarily a good
thing nor a bad thing.

Re: [Brisbane XP] Scaling Agile

purdah...@gmail.com (Mike Mills) — Thu, 17 Jun 2010 05:05:02 UT

Rob,
I have often wondered how effective larger IT departments are when they are
broken down into separate teams working on different aspects of the
codebase. Partitioning teams by components or by feature development seem to
be common, but is that more or less efficient than a single larger
development team trying to work sequentially delivering new functionality.

Re: [Brisbane XP] Scaling Agile

rib...@gmail.com (RM) — Thu, 17 Jun 2010 04:53:04 UT

Mike
My micro-study agreed with this premise. Waterfall can work. So can
Agile and friends. Both have pros and cons. The smaller -scale the
development effort, the less the sociology (and methodology) will
matter. The larger-scale the dev effort, the sociology becomes a
greatly increased concern for any methodology (but in different ways,

Re: [Brisbane XP] Scaling Agile

rib...@gmail.com (RM) — Thu, 17 Jun 2010 04:42:55 UT

Kane
Yes indeed: culture-change - that's the cauldron I'm reaching into.
Your TPS observations mirror the ideas that emerged from my research -
the methodology won't kill you, your (managers') inattention to the
welfare of your workers' healthy mind-space will.
In my study's case, the business has a high degree of control to adjust

Re: [Brisbane XP] Scaling Agile

purdah...@gmail.com (Mike Mills) — Thu, 17 Jun 2010 04:29:51 UT

Kane,
I agree that some companies would never be able to adopt an Agile process, I
think it is a little bit of a leap to state that companies that do waterfall
will fail.
Within the context of this thread, it is more likely the culture (sociology)
of the company will lead to poor implementations of business directives.

Re: [Brisbane XP] Scaling Agile

k...@scrumology.com (Kane Mar) — Thu, 17 Jun 2010 02:14:14 UT

Hey Rob,
The /if/ in your third bullet point is a really, really big /if/. What your
really talking about here is cultural change within an organization and that
is probably the biggest change that an individual (or organization) can
undertake.
To get an understanding of exactly how difficult this can be, it's

Scaling Agile

rib...@gmail.com (RM) — Thu, 17 Jun 2010 01:07:15 UT

I'm happy to bundle my recent uni essay into a talk of a powerpointy
kind, and deliver it to a group and take questions/criticism as appropriate.
The gist of it was that:
* Premise: How do you prep a software dev effort to be scalable?
* Main trap reported by authors: Most software dev efforts fail due

Re: [Brisbane XP] Re: Proliferation of Agile groups in Brisbane

craig.aspin...@gmail.com (Craig Aspinall) — Tue, 08 Jun 2010 10:09:28 UT

If anyone is interested, the podcast with the audio from the fishbowl
session at Barcamp on Saturday is now available from
[link]. The audio quality is pretty good considering
it was recorded on my beaten up old MacBook!!!

Re: Proliferation of Agile groups in Brisbane

agile.acade...@gmail.com (AgileAcademy) — Tue, 08 Jun 2010 03:52:56 UT

Hi Rob and Doug

There are three main groups in Brisbane, the Scrum group, the Agile
Academy group and the Agile Alliance charter as well as a myriad of
great specialist groups as well. The Agile Alliance charter group has
a more international alignment focus, the Scrum group is a flavour of
Agile and the Agile Academy provides a holistic Agile training

Re: [Brisbane XP] Agile as a Psychology phenomenon

rib...@gmail.com (RM) — Thu, 03 Jun 2010 23:50:02 UT

Thanks Tony. I greatly admire your attitude and accomplishments. I'm
really interested in this topic, but the need for me to back-seat on
this conversation and let the experience talk is palpable.
My initial question was regarding why there were competing Agile
"communities of practice" in Brisbane. I'm comfortable with the answer