Mature Scrum


This is a follow-up post to Dinner with Jeff Sutherland, where Jeff talked about Systematic and the two LEAN metrics for driving improvements; 1) Process Efficiency, and 2) Fix time after failed builds. More details are now available in a paper titled Mature Scrum at Systematic.

Systematic combined a LEAN operating model, SCRUM as the project management framework allowing for flexibility and adaptability, and CMMI to institutionalize these elements into the culture of the organization, driving discipline and measurability. More information as well on how User Stories are prepared to a READY-READY state before being allowed to enter the Sprint. The grooming of the backlog and preparing User Stories is done in parallel to the Sprint.

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A-TDD applied to a Congestion Control feature for Telecom & Data Networks


Congestion Control is a common telecom and network application to manage overload of data traffic through high-traffic Network Elements (NEs). Some slides offer an example of how to use A-TDD to decompose the requirements into User Stories, and develop scenarios for Acceptance Test in large, complex product development. You can find the slides on SlideShare here.

A-TDD as an Efficient Design Tool & Productivity Booster


Been thinking a lot about A-TDD these days with ICST and the TDD workshop coming up next week. A-TDD can help you do more than validate your product against Acceptance criteria. A-TDD asks you to think about the definition of Acceptance in Customer terms, and prepares you to be Ready-Ready. This represents the black-box product tests that customers will run. A-TDD covers not only functional tests, but also covers tests related to performance, stability, reliability, security, and other “-ility” tests. A-TDD can help you do the following as well:

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Organizational Transformation User Stories


A big struggle, especially with managers, is writing User Stories on internal change and improvement to arrive at the point where we can define clear acceptance criteria, and actually get something DONE-DONE. We managers tend to think more broadly and in abstract terms. Useful and necessary, but certainly not sufficient. One approach that works to get from abstract to “rubber meets the road” is to iterate on the abstract ideas and break down the epic change Stories into smaller, more concrete ones and use the acceptance and INVEST criteria as the litmus test to know if you have something that can be implemented and measured.

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