[opentalkware] r198 committed - Added some commentary.
codesite...@google.com
Author: robertburrelldonkin
Date: Tue Nov 8 07:00:13 2011
Log: Added some commentary.
http://code.google.com/p/opentalkware/source/detail?r=198
Modified:
/talk/Timeboxing/trunk/index.html
=======================================
--- /talk/Timeboxing/trunk/index.html Tue Nov 8 05:54:17 2011
+++ /talk/Timeboxing/trunk/index.html Tue Nov 8 07:00:13 2011
@@ -180,8 +180,13 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+What is a time box?
+
+A time box fixes the time allowed for an activity.
+
+Examples: A lightning talk timeboxed to 10 minutes. A retrospective might
be to 1 hour. An iteration to 1 week. A sprint to 3 months.
+
+When the time allows for more
</p>
</div>
@@ -210,8 +215,18 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+
+Software Economics
+
+Conventional constraint triangle.
+
+Reasons: in software, the consequences in terms of throughput when
changing resources, quality and time are unpredicatable and non-linear.
+
+* Labour is not interchangable
+* Communication drag often increases faster than output when adding
developers, and this cost is paid by everyone. Productivity scales poorly
with increased team size.
+* The relationship between human resources and output is non-linear. In
some cases, adding resources reduces output.
+* Low quality software has a complex relationship with costs. When
production quality is too low, future productivity will be effected by the
need to rework by fixing bugs.
+
</p>
</div>
@@ -269,9 +284,72 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+Agile triangle.
</p>
+ <blockquote cite='http://www.agilemanifesto.org'>
+ Manifesto for Agile Software Development
+
+We are uncovering better ways of developing
+software by doing it and helping others do it.
+Through this work we have come to value:
+
+Individuals and interactions over processes and tools
+Working software over comprehensive documentation
+Customer collaboration over contract negotiation
+Responding to change over following a plan
+
+That is, while there is value in the items on
+the right, we value the items on the left more.
+ </blockquote>
+ <blockquote cite='http://www.agilemanifesto.org'>
+Principles behind the Agile Manifesto
+
+
+We follow these principles:
+
+Our highest priority is to satisfy the customer
+through early and continuous delivery
+of valuable software.
+
+Welcome changing requirements, even late in
+development. Agile processes harness change for
+the customer's competitive advantage.
+
+Deliver working software frequently, from a
+couple of weeks to a couple of months, with a
+preference to the shorter timescale.
+
+Business people and developers must work
+together daily throughout the project.
+
+Build projects around motivated individuals.
+Give them the environment and support they need,
+and trust them to get the job done.
+
+The most efficient and effective method of
+conveying information to and within a development
+team is face-to-face conversation.
+
+Working software is the primary measure of progress.
+
+Agile processes promote sustainable development.
+The sponsors, developers, and users should be able
+to maintain a constant pace indefinitely.
+
+Continuous attention to technical excellence
+and good design enhances agility.
+
+Simplicity--the art of maximizing the amount
+of work not done--is essential.
+
+The best architectures, requirements, and designs
+emerge from self-organizing teams.
+
+At regular intervals, the team reflects on how
+to become more effective, then tunes and adjusts
+its behavior accordingly.
+ </blockquote>
+
</div>
<div class="notes">
@@ -359,8 +437,15 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+
+Timeboxing plans a project as a sequence of time boxes, setting a rhythmic
beat.
+Timeboxing separately control, review, reflection, performance, training
+and so on is beneficial for flow and ensures that activities conducive to
the long term
+health of a project are not sacrificed for short term gain.
+
+Example: think about the drummer in a band, or the conductor in an
orchestra.
+This rythym organically facilitates creativity without micromanagement
+
</p>
</div>
@@ -419,8 +504,16 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+
+Empirical Estimation
+
+Estimatation in software is tricky, labour is not interchangable and
blending a team is an
+unpredicatable art. Predicting the
+
+Timeboxing allows an empirical alternative: velocity. For each iteration,
measure progress.
+ Every iteration, use this data to estimate future progress.
+
+
</p>
</div>
@@ -447,8 +540,20 @@
<div class='handout'>
<p>
- TODO:
- Foo bar blah
+Keep Iterations Short
+
+Inductive learning is powerful: people find it fun and easy to learn this
way[1].
+
+[1] Providing that the culture is right. A positive culture of continuous
improvement,
+driving quality and customer satisifaction ever higher. If you have a
negative culture "the blame game",
+that weaker individuals will be targeted and blamed for poor performance.
So when dealing.
+
+Group psychology has it's down side, as well.
+
+
+Remember this: often the rate of improvement is highest in the early days
of learning a new skill.
+Progressing from compedency to mastery is a long and difficult road. If
performance is judged on a team
+basis then it is in the best interests of masters to work with apprentices.
</p>
</div>