This the second part of How I Was Able To Be Successful Even When Forced To Use Waterfall
Luckily, your estimation meeting will be much more fortunate than mine (see Part I).
In my previous Scrummerfall experience, since I was forced to produce a big-planning-up-front phase, I was used to always plan 2 or 3 days for it. I was asking for an estimation when my ignorance of the problem was at the maximum level, hence I needed a lot of analysis.
Concerto collects some ideas for a better and more effective board to be used in Agile projects.
For an unfortunate coincidence, I chose the same name of the famous Parasoft’s development management software, which I didn’t know before.
Concerto board has nothing to do with Parasoft.
Concerto – A Board For Agile Teams from Arialdo Martini on Vimeo.
This post is going to be pretty long.
Feel free to scroll down, or roll the paragraphs, if you think.
I’m pretty sure you will entirely read it later, since it is really interesting.
In case of panic, click here to jump to conclusions.
I am going to describe my personal views about managing large software developments. I have had various assignments during the past nine: years, mostly concerned with the development of software packages for spacecraft mission planning, commanding and post-flight analysis.
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No it cannot.
I mean: actually, it does, but adopting new and modern methodologies, you can dramatically improve your team productivity.
Yet, I believe most teams are using a mix of Agile and Waterfall. The reason is Waterfall is the sole methodology able to give the only information your manager needs to know: how much the project will cost and what’s the delivery date. About this, read the excellent post by Christopher Goldsbury Why Agile Adoption Fails in Some Organizations
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I once worked as a team leader in a startup. I was in love with XP, studying Scrum and looking forward to be able to put into practice what I was reading.
Unfortunately, my boss explicitly told me to use Waterfall. I never blamed him: before him, the company had no process at all, and was governed by anarchy; no documentation, no requirements, no clear roles. Actually, introducing a Waterfall process, he made a great revolution, and let the company succeed.
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