Some great survey results about Agile:
78% of business stakeholders are more satisfied with Agile projects than Traditional projects.
[via Agile Modeling, Scott W. Ambler]
June, 2009
26
Jun 09
Necessary Non-Value
Everything a company does, can not be directly coorelated to benefiting the customer. Ester Derby says it best in Non-valued added, but necessary:
“tasks that don’t directly add value to the customer, but enable delivering value to the customer. Sometimes these are the tasks and functions that enable the business to stay in business–like accounting, or payroll, or management.”
23
Jun 09
Extreme Modifiability
On why software development is more agile than PMBOK expects:
“Software exhibits a characteristic known as “Extreme Modifiability” meaning we can make many changes, even late in the lifecycle and still be successful. While it would be difficult to move a bridge 3 miles upstream when it was 75% complete; we could choose to move validation logic from the presentation layer, to a middle tier, or a database trigger late into a project.”
Great visuals in the article too. [via Leading Answers]
21
Jun 09
Live Translation
Two people on a phone call can speak in different languages but will hear their native language. This is what Kurzweil predicted would be a reality in 2009 or 2010.
I have not yet heard of the phone version yet, but this is now a reality when you use email thanks to Google’s Automatic message translation:
“you can have entire conversations in multiple languages with each participant reading the messages in whatever language is most comfortable for them. It’s not quite the universal translators we’re so fond of from science fiction, but thanks to Google Translate, it’s an exciting step in the right direction.”
17
Jun 09
Knowledge work can’t be done in sound bites
Maggie Jackson says:
“The average knowledge worker switches tasks every three minutes, and, once distracted, a worker takes nearly a half-hour to resume the original task, according to Gloria Mark, a leader in the new field of “interruption science.”
Interruptions and the requisite recovery time now consume 28 percent of a worker’s day, the business research firm Basex estimates. The risks are clear. As one top executive told me, “Knowledge work can’t be done in sound bites.” “
From Fighting a War Against Distraction via The Practice of Leadership
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