The Government has offered Australia's three mobile operators, and vividwireless, renewal of their existing spectrum allocated on 15 year licences in the late 90s and early 2000s at set prices, while the Government expects to rake in $3 billion.
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Beverley Head
Friday, 16 October 2009 03:06
Number six in the dirty dozen was a product owner who was unable or unwilling to take decisions, while problem number seven arose from poor scrum-masters, who instead of facilitating and supporting the entire team involved in the Agile process, adopted a command and control approach.
In organisations that performed distributed Agile development , which is considerably more challenging than single site development, the lack of an onsite evangelist for the process could also be damaging, as could development teams which lacked authority within the organisation.
The tenth problem was when testing was not conducted early and often enough, and number 11 arose when organisations held to traditional performance evaluation measures rather than encouraging the 360 degree team evaluation that supported Agile development processes.
The final nail in the coffin for Agile development according to Tabaka was where organisations simply deemed that Agile was all too hard and reverted to the traditional waterfall approach.
Tabaka acknowledged that “change is hard” but indicated to the audience that persisting with a move to Agile development, could, over a period of around two years, start to deliver significant benefits to an organisation – as long as they avoided the 12 actions that she had identified as precursors to Agile failure.
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