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Plan and Deliver

by Peter Schuh

Peter Schuh

peterschuhbookA traditional-sounding name for a blog about agile processes, but let's face it - that's the stuff our customers grade us on.

Do we work with them to identify, assess, and plan functionality in a practical and predictable manner? And do we communicate on the details, report fictionless status, and deliver the goods when we said we would? This blog is about using agile practices and techniques to plan and deliver in real world environnents.



More Adventures in UAT: The User Decides When it’s Done
Written by Peter Schuh   
Thursday, 16 April 2009 12:08
The two-headed, three-armed beast is slain. (See my previous post if you don’t get this reference.) An interesting question arose the week before we began UAT. How do we decide when UAT is done? There were several proposed answers to this. When all the test cases pass. When there are no open issues remaining. When there are no critical open [...]

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Warning: Big UAT May Grow Second Head and Sprout Third Arm
Written by Peter Schuh   
Monday, 13 April 2009 10:55
At present, I am watching a release cycle lumber into its fourth week of user acceptance testing (UAT). This release is the first tangible deliverable after five months of work by an out-sourced vendor. The release plan - as developed by the vendor - included one week of QA (stomped) and one week of UAT (clobbered). [...]

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Maturity Models Miss the Point
Written by Peter Schuh   
Sunday, 05 April 2009 05:05
Scott Ambler started a minor brouhaha a couple weeks back when he rolled out his first draft of an Agile Process Maturity Model (APMM). I’m not stepping in to evaluate the proposal or the rebuttals because I believe that level of the discussion largely misses the point. I’d prefer to rebut the whole conversation by reiterating [...]

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Costco’s Oxymoron Cash Back Coupon Policy
Written by Peter Schuh   
Wednesday, 01 April 2009 13:24
I must thank Costco for making me realize there’s a whole category of topics I need to keep an eye out for around oxymoron process (or, in this case, oxymoron policy). As I’m sure some readers have witnessed, Costco really applies the hard sell on their executive membership, jumping you at the register with high tech [...]

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Prioritization Is Not a Mundane Exercise
Written by Peter Schuh   
Monday, 30 March 2009 11:34
The Backstory The other day, I was having a conversation with several people about culling a 200+ item backlog for a legacy application that is being sunset (and the successor of which is already live in some capacity). A business person was arguing that we needed to take the entire backlog into a meeting to vet [...]

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A Wiki is a Poor Substitue for Microsoft SharePoint
Written by Peter Schuh   
Monday, 23 March 2009 12:18
Please read the next four sentences before letting the dogs loose on me. I love wikis. Really. And I am not a SharePoint fan. Really. Now, I only need four more paragraphs to explain. First, a wiki is supposed to help us make information maintainable. One way we do this is by centralizing and restricting topics to one [...]

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Make the Most of Your Retrospective by Selecting Goals
Written by Peter Schuh   
Thursday, 19 March 2009 13:28
Agile teams use the retrospective to collect a set of start, stop, and continue actions at the end of each iteration. The point of this technique is to collect feedback as a team and focus it (through one of the above verbs) into actionable steps toward improvement. But retrospectives often produce a dozen or more actionable [...]

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Framing the Conversation with User Stories
Written by Peter Schuh   
Monday, 16 March 2009 11:35
I’ve never been a huge fan of the as-a-user approach to user story naming. It’s not that I never use it. In fact, I even used it once last week: As a user, I want an edit button next to the issue icon in the search results so that I don’t have to click all over [...]

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People Don’t Improve if You Don’t Give Feedback
Written by Peter Schuh   
Wednesday, 11 March 2009 23:46
I am repeatedly left stupefied by the number of managers who sit by and let minor staff issues fester into clusterf**ks. Let’s start with a few examples: A young, rockstar programmer who’s acerbic wit is off-putting to the business and even his own managers. The new guy who - while competent and reliable - doesn’t realize that he [...]

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