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  • Announcing SonicAgile – An Agile Project Management Solution

    - by Stephen.Walther
    I’m happy to announce the public release of SonicAgile – an online tool for managing software projects. You can register for SonicAgile at www.SonicAgile.com and start using it with your team today. SonicAgile is an agile project management solution which is designed to help teams of developers coordinate their work on software projects. SonicAgile supports creating backlogs, scrumboards, and burndown charts. It includes support for acceptance criteria, story estimation, calculating team velocity, and email integration. In short, SonicAgile includes all of the tools that you need to coordinate work on a software project, get stuff done, and build great software. Let me discuss each of the features of SonicAgile in more detail. SonicAgile Backlog You use the backlog to create a prioritized list of user stories such as features, bugs, and change requests. Basically, all future work planned for a product should be captured in the backlog. We focused our attention on designing the user interface for the backlog. Because the main function of the backlog is to prioritize stories, we made it easy to prioritize a story by just drag and dropping the story from one location to another. We also wanted to make it easy to add stories from the product backlog to a sprint backlog. A sprint backlog contains the stories that you plan to complete during a particular sprint. To add a story to a sprint, you just drag the story from the product backlog to the sprint backlog. Finally, we made it easy to track team velocity — the average amount of work that your team completes in each sprint. Your team’s average velocity is displayed in the backlog. When you add too many stories to a sprint – in other words, you attempt to take on too much work – you are warned automatically: SonicAgile Scrumboard Every workday, your team meets to have their daily scrum. During the daily scrum, you can use the SonicAgile Scrumboard to see (at a glance) what everyone on the team is working on. For example, the following scrumboard shows that Stephen is working on the Fix Gravatar Bug story and Pete and Jane have finished working on the Product Details Page story: Every story can be broken into tasks. For example, to create the Product Details Page, you might need to create database objects, do page design, and create an MVC controller. You can use the Scrumboard to track the state of each task. A story can have acceptance criteria which clarify the requirements for the story to be done. For example, here is how you can specify the acceptance criteria for the Product Details Page story: You cannot close a story — and remove the story from the list of active stories on the scrumboard — until all tasks and acceptance criteria associated with the story are done. SonicAgile Burndown Charts You can use Burndown charts to track your team’s progress. SonicAgile supports Release Burndown, Sprint Burndown by Task Estimates, and Sprint Burndown by Story Points charts. For example, here’s a sample of a Sprint Burndown by Story Points chart: The downward slope shows the progress of the team when closing stories. The vertical axis represents story points and the horizontal axis represents time. Email Integration SonicAgile was designed to improve your team’s communication and collaboration. Most stories and tasks require discussion to nail down exactly what work needs to be done. The most natural way to discuss stories and tasks is through email. However, you don’t want these discussions to get lost. When you use SonicAgile, all email discussions concerning a story or a task (including all email attachments) are captured automatically. At any time in the future, you can view all of the email discussion concerning a story or a task by opening the Story Details dialog: Why We Built SonicAgile We built SonicAgile because we needed it for our team. Our consulting company, Superexpert, builds websites for financial services, startups, and large corporations. We have multiple teams working on multiple projects. Keeping on top of all of the work that needs to be done to complete a software project is challenging. You need a good sense of what needs to be done, who is doing it, and when the work will be done. We built SonicAgile because we wanted a lightweight project management tool which we could use to coordinate the work that our team performs on software projects. How We Built SonicAgile We wanted SonicAgile to be easy to use, highly scalable, and have a highly interactive client interface. SonicAgile is very close to being a pure Ajax application. We built SonicAgile using ASP.NET MVC 3, jQuery, and Knockout. We would not have been able to build such a complex Ajax application without these technologies. Almost all of our MVC controller actions return JSON results (While developing SonicAgile, I would have given my left arm to be able to use the new ASP.NET Web API). The controller actions are invoked from jQuery Ajax calls from the browser. We built SonicAgile on Windows Azure. We are taking advantage of SQL Azure, Table Storage, and Blob Storage. Windows Azure enables us to scale very quickly to handle whatever demand is thrown at us. Summary I hope that you will try SonicAgile. You can register at www.SonicAgile.com (there’s a free 30-day trial). The goal of SonicAgile is to make it easier for teams to get more stuff done, work better together, and build amazing software. Let us know what you think!

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  • Agile Like Jazz

    - by Jeff Certain
    (I’ve been sitting on this for a week or so now, thinking that it needed to be tightened up a bit to make it less rambling. Since that’s clearly not going to happen, reader beware!) I had the privilege of spending around 90 minutes last night sitting and listening to Sonny Rollins play a concert at the Disney Center in LA. If you don’t know who Sonny Rollins is, I don’t know how to explain the experience; if you know who he is, I don’t need to. Suffice it to say that he has been recording professionally for over 50 years, and helped create an entire genre of music. A true master by any definition. One of the most intriguing aspects of a concert like this, however, is watching the master step aside and let the rest of the musicians play. Not just play their parts, but really play… letting them take over the spotlight, to strut their stuff, to soak up enthusiastic applause from the crowd. Maybe a lot of it has to do with the fact that Sonny Rollins has been doing this for more than a half-century. Maybe it has something to do with a kind of patience you learn when you’re on the far side of 80 – and the man can still blow a mean sax for 90 minutes without stopping! Maybe it has to do with the fact that he was out there for the love of the music and the love of the show, not because he had anything to prove to anyone and, I like to think, not for the money. Perhaps it had more to do with the fact that, when you’re at that level of mastery, the other musicians are going to be good. Really good. Whatever the reasons, there was a incredible freedom on that stage – the ability to improvise, for each musician to showcase their own specialization and skills, and them come back to the common theme, back to being on the same page, as it were. All this took place in the same venue that is home to the L.A. Phil. Somehow, I can’t ever see the same kind of free-wheeling improvisation happening in that context. And, since I’m a geek, I started thinking about agility. Rollins has put together a quintet that reflects his own particular style and past. No upright bass or piano for Rollins – drums, bongos, electric guitar and bass guitar along with his sax. It’s not about the mix of instruments. Other trios, quartets, and sextets use different mixes of instruments. New Orleans jazz tends towards trombones instead of sax; some prefer cornet or trumpet. But no matter what the choice of instruments, size matters. Team sizes are something I’ve been thinking about for a while. We’re on a quest to rethink how our teams are organized. They just feel too big, too unwieldy. In fact, they really don’t feel like teams at all. Most of the time, they feel more like collections or people who happen to report to the same manager. I attribute this to a couple factors. One is over-specialization; we have a tendency to have people work in silos. Although the teams are product-focused, within them our developers are both generalists and specialists. On the one hand, we expect them to be able to build an entire vertical slice of the application; on the other hand, each developer tends to be responsible for the vertical slice. As a result, developers often work on their own piece of the puzzle, in isolation. This sort of feels like working on a jigsaw in a group – each person taking a set of colors and piecing them together to reveal a portion of the overall picture. But what inevitably happens when you go to meld all those pieces together? Inevitably, you have some sections that are too big to move easily. These sections end up falling apart under their own weight as you try to move them. Not only that, but there are other challenges – figuring out where that section fits, and how to tie it into the rest of the puzzle. Often, this is when you find a few pieces need to be added – these pieces are “glue,” if you will. The other issue that arises is due to the overhead of maintaining communications in a team. My mother, who worked in IT for around 30 years, once told me that 20% per team member is a good rule of thumb for maintaining communication. While this is a rule of thumb, it seems to imply that any team over about 6 people is going to become less agile simple because of the communications burden. Teams of ten or twelve seem like they fall into the philharmonic organizational model. Complicated pieces of music requiring dozens of players to all be on the same page requires a much different model than the jazz quintet. There’s much less room for improvisation, originality or freedom. (There are probably orchestral musicians who will take exception to this characterization; I’m calling it like I see it from the cheap seats.) And, there’s one guy up front who is running the show, whose job is to keep all of those dozens of players on the same page, to facilitate communications. Somehow, the orchestral model doesn’t feel much like a self-organizing team, either. The first violin may be the best violinist in the orchestra, but they don’t get to perform free-wheeling solos. I’ve never heard of an orchestra getting together for a jam session. But I have heard of teams that organize their work based on the developers available, rather than organizing the developers based on the work required. I have heard of teams where desired functionality is deferred – or worse yet, schedules are missed – because one critical person doesn’t have any bandwidth available. I’ve heard of teams where people simply don’t have the big picture, because there is too much communication overhead for everyone to be aware of everything that is happening on a project. I once heard Paul Rayner say something to the effect of “you have a process that is perfectly designed to give you exactly the results you have.” Given a choice, I want a process that’s much more like jazz than orchestral music. I want a process that doesn’t burden me with lots of forms and checkboxes and stuff. Give me the simplest, most lightweight process that will work – and a smaller team of the best developers I can find. This seems like the kind of process that will get the kind of result I want to be part of.

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  • Including Overestimates in MSF Agile Burndown Report

    After using the MSF Agile Burndown report for a few weeks in our new TFS 2010 environment, I have to say I am a huge fan.  I especially find the assignment of Work (hours) portion to be very useful in motivating the team to keep their tasks up to date every day.  Here is a view of the report that you get out of the box. However, I have one problem.  Id like the top line to have some more meaning.  Specifically, when it is changing is that an indication of scope creep, mis-estimation or a combination of the two.  So, today I decided to try to build in a view that would show overestimated time.  This would give me a more consistent top line.  My idea was to add another visual area on top of the graph whenever my originally estimated time was greater than the sum of completed and remaining.  This will effectively show me at least when the top line goes down whether it was scope change or over-estimation. Here is the final result. How did I do it?  Step 1: Add Cumulative_Original_Estimate field to the dsBurndown My approach was to follow the pattern where the completed time is included in the burndown chart and add my Overestimated hours.  First I added a field to the dsBurndown to hold the estimated time.         <Field Name="Cumulative_Original_Estimate">           <DataField><?xml version="1.0" encoding="utf-8"?><Field xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:xsd="http://www.w3.org/2001/XMLSchema" xsi:type="Measure" UniqueName="[Measures].[Microsoft_VSTS_Scheduling_OriginalEstimate]" /></DataField>           <rd:TypeName>System.Int32</rd:TypeName>         </Field> Step 2: Add a column to the query SELECT {     [Measures].[DateValue],     [Measures].[Work Item Count],     [Measures].[Microsoft_VSTS_Scheduling_RemainingWork],     [Measures].[Microsoft_VSTS_Scheduling_CompletedWork],     [Measures].[Microsoft_VSTS_Scheduling_OriginalEstimate],     [Measures].[RemainingWorkLine],     [Measures].[CountLine] Step 3: Add a new Item to the QueryDefinition <Item> <ID xsi:type="Measure"> <MeasureName>Microsoft_VSTS_Scheduling_OriginalEstimate</MeasureName> <UniqueName>[Measures].[Microsoft_VSTS_Scheduling_OriginalEstimate]</UniqueName> </ID> <ItemCaption>Cumulative Original Estimate</ItemCaption> <FormattedValue>true</FormattedValue> </Item> Step 4: Add a new ChartMember to DundasChartControl1 The burndown chart is called DundasChartControl1.  I need to add a ChartMember for the estimated time. <ChartMember>   <Label>Cumulative Original Estimate</Label> </ChartMember> Step 5: Add a ChartSeries to show the Overestimated Time <ChartSeries Name="OriginalEstimate">   <Hidden>=IIF(Parameters!YAxis.Value="count",True,False)</Hidden>   <ChartDataPoints>     <ChartDataPoint>       <ChartDataPointValues>         <Y>=IIF(Parameters!YAxis.Value = "hours", IIF(SUM(Fields!Cumulative_Original_Estimate.Value)>SUM(Fields!Cumulative_Completed_Work.Value+Fields!Cumulative_Remaining_Work.Value), SUM(Fields!Cumulative_Original_Estimate.Value-(Fields!Cumulative_Completed_Work.Value+Fields!Cumulative_Remaining_Work.Value)),Nothing),Nothing)</Y>       </ChartDataPointValues>       <ChartDataLabel>         <Style>           <FontFamily>Microsoft Sans Serif</FontFamily>           <FontSize>8pt</FontSize>         </Style>       </ChartDataLabel>       <Style>         <Border>           <Color>#9bdb00</Color>           <Width>0.75pt</Width>         </Border>         <Color>#666666</Color>         <BackgroundGradientEndColor>#666666</BackgroundGradientEndColor>       </Style>       <ChartMarker>         <Style />       </ChartMarker>       <CustomProperties>         <CustomProperty>           <Name>LabelStyle</Name>           <Value>Top</Value>         </CustomProperty>       </CustomProperties>     </ChartDataPoint>   </ChartDataPoints>   <Type>Area</Type>   <Subtype>Stacked</Subtype>   <Style />   <ChartEmptyPoints>     <Style>       <Color>#00ffffff</Color>     </Style>     <ChartMarker>       <Style />     </ChartMarker>     <ChartDataLabel>       <Style />     </ChartDataLabel>   </ChartEmptyPoints>   <LegendName>Default</LegendName>   <ChartItemInLegend>     <LegendText>Overestimated Hours</LegendText>   </ChartItemInLegend>   <ChartAreaName>Default</ChartAreaName>   <ValueAxisName>Primary</ValueAxisName>   <CategoryAxisName>Primary</CategoryAxisName>   <ChartSmartLabel>     <Disabled>true</Disabled>     <MaxMovingDistance>22.5pt</MaxMovingDistance>   </ChartSmartLabel> </ChartSeries> Thats it.  I find the improved report to add some value over the out of the box version.  You can download the updated rdl for the report here.  Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • How can architects work with self-organizing Scrum teams?

    - by Martin Wickman
    An organization with a number of agile Scrum teams also has a small group of people appointed as "enterprise architects". The EA group acts as control and gatekeeper for quality and adherence to decisions. This leads to overlaps between the team decision and EA decisions. For instance, the team might want to use library X or want to use REST instead of SOAP, but the EA does not approve of that. Now, this can lead to frustration when team decisions are overruled. Taken far enough, it can potentially lead to a situation where the EA people "grabs" all power and the team ends up feeling demotivated and not very agile at all. The Scrum guides has this to say about it: Self-organizing: No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality. Is that reasonable? Should the EA team be disbanded? Should the teams refuse or simply comply?

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  • Support / Maintenance documentation for development team

    - by benwebdev
    Hi, I'm working in the Development dept (around 40 developers) for a large E-Commerce company. We've grown quickly but have not evolved very well in the field of documenting our work. We work with an Agile / Scrum-like methodology with our development and testing but documentation seems to be neglected. We need to be able to make documentation that would aid a developer who hasnt worked on our project before or was new to the company. We also have to create more high level information for our support department to explain any extra config settings and fixes of known issues that may arise, if any. Currently we put this in a badly put together wiki, based on an old Sharepoint / TFS site. Can anyone suggest some ideal links or advice on improving the documentation standard? What works in other companies? Has anyone got avice on developing documentation as part of an agile process? Many thanks, ben

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  • What's the best version control/QA workflow for a legacy system?

    - by John Cromartie
    I am struggling to find a good balance with our development and testing process. We use Git right now, and I am convinced that ReinH's Git Workflow For Agile Teams is not just great for capital-A Agile, but for pretty much any team on DVCS. That's what I've tried to implement but it's just not catching. We have a large legacy system with a complex environment, hundreds of outstanding and undiscovered defects, and no real good way to set up a test environment with realistic data. It's also hard to release updates without disrupting users. Most of all, it's hard to do thorough QA with this process... and we need thorough testing with this legacy system. I feel like we can't really pull off anything as slick as the Git workflow outlined in the link. What's the way to do it?

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  • need some concrete examples on user stories, tasks and how they relate to functional and technical specifications

    - by gideon
    Little heads up, Im the only lonely dev building/planning/mocking my project as I go. Ive come up with a preview release that does only the core aspects of the system, with good business value and I've coded most of the UI as dirty throw-able mockups over nicely abstracted and very minimal base code. In the end I know quite well what my clients want on the whole. I can't take agile-ish cowboying anymore because Im completely dis-organized and have no paper plan and since my clients are happy, things are getting more complex with more features and ideas. So I started using and learning Agile & Scrum Here are my problems: I know what a functional spec is.(sample): Do all user stories and/or scenarios become part of the functional spec? I know what user stories and tasks are. Are these kinda user stories? I dont see any Business Value reason added to them. I made a mind map using freemind, I had problems like this: Actor : Finance Manager Can Add a Financial Plan into the system because well thats the point of it? What Business Value reason do I add for things like this? Example : A user needs to be able to add a blog article (in the blogger app) because..?? Its the point of a blogger app, it centers around that feature? How do I go into the finer details and system definitions: Actor: Finance Manager Action: Adds a finance plan. This adding is a complicated process with lots of steps. What User Story will describe what a finance plan in the system is ?? I can add it into the functional spec under definitions explaining what a finance plan is and how one needs to add it into the system, but how do I get to the backlog planning from there? Example: A Blog Article is mostly a textual document that can be written in rich text in the system. To add a blog article one must...... But how do you create backlog list/features out of this? Where are the user stories for what a blog article is and how one adds/removes it? Finally, I'm a little confused about the relations between functional specs and user stories. Will my spec contain user stories in them with UI mockups? Now will these user stories then branch out tasks which will make up something like a technical specification? Example : EditorUser Can add a blog article. Use XML to store blog article. Add a form to add blog. Add Windows Live Writer Support. That would be agile tasks but would that also be part of/or form the technical specs? Some concrete examples/answers of my questions would be nice!!

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  • linux nooB: Installing ffmpeg + dependencies on aws linux ami (repo issues)

    - by HdN8
    Im installing ffmpeg to run on an amazon linux ami, and have added the rpmforge repo and the dag repo. Here are some guidelines I'm using for reference: TWoZaO and Razuna The rpmforge repo has ffmpeg, but if you try to install it then it will complain that is missing dependencies (for me libSDL-1.2.so.0()(64bit)). Regardless I will install ffmpeg from svn so I can be sure to enable the options I want (namely libx264). It seems strange to me though that SDL is not in rpmforge or dag, and in according to both of my references above, it should be there. I tried to grab it manually from here, but it needs these dependencies, so no-go: error: Failed dependencies: SDL = 1.2.10-8.el5 is needed by SDL-devel-1.2.10-8.el5.x86_64 alsa-lib-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libGL-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libGLU-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libSDL-1.2.so.0()(64bit) is needed by SDL-devel-1.2.10-8.el5.x86_64 libX11-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXext-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXrandr-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXrender-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXt-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 Any advice for a linux nooB lost in a mess of repos and dependency errors?

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  • Has the role of the Business Analyst become redundant on true Agile projects?

    - by Joanne
    On a truely agile project where the business is performing the role of the product owner, is there still a role for the Business Analyst? The product owner would do the functional testing as soon as the user story is developed and document and prioritise the user stories. In this case which I must add I haven't experienced yet and with high performing, self motivated developers I am struggling to see the role of the traditional business analyst?

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  • Agile SOA Governance: SO-Aware and Visual Studio Integration

    - by gsusx
    One of the major limitations of traditional SOA governance platforms is the lack of integration as part of the development process. Tools like HP-Systinet or SOA Software are designed to operate by models on which the architects dictate the governance procedures and policies and the rest of the team members follow along. Consequently, those procedures are frequently rejected by developers and testers given that they can’t incorporate it as part of their daily activities. Having SOA governance products...(read more)

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  • NDC 2010: Eric Evans Folding together DDD into Agile

    One of the most puzzling emails Eric have received was one claiming that his book really proved that up front design was important. In large this is a miss conception on how modeling happens. A tremendous amount of knowledge comes from actually implementing the software. You have the most insight at the end of the [...]...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • NDC 2010: Eric Evans Folding together DDD into Agile

    One of the most puzzling emails Eric have received was one claiming that his book really proved that up front design was important. In large this is a miss conception on how modeling happens. A tremendous amount of knowledge comes from actually implementing the software. You have the most insight at the end of the [...]...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Resources for using TFS for Agile Project Development?

    - by Amy P
    Our company just installed TFS for us to start using for project development processes and source control. They want us to start using it to manage our projects as well. We have a small team, no current bug or task tracking software, and 2 developers of the 3 have experience with any actual methodologies. What books, websites, and/or other information can you recommend for us to use to get started?

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  • Agile Data Book from O'Reilly Media

    - by Compudicted
    Originally posted on: http://geekswithblogs.net/Compudicted/archive/2013/07/01/153309.aspxAs part of my ongoing self-education and approaching of some free time, yeah, both is a must for every IT person and geek! I have carefully examined the latest trends in the Computersphere with whatever tools I had at my disposal (nothing really fancy was used) and came to a conclusion that for a database pro the *hottest* topic today is undoubtedly the #BigData and all the rapidly growing and spawning ecosystem around it. Having recently immersed myself into the NoSQL world (let me tell here right away NoSQL means Not Only SQL) one book really stood out of the crowd: Book site: http://shop.oreilly.com/product/0636920025054.doDespite being a new book I am sure it will end up on the tables of many Big Data Generalists.In a few dozen words, it is primarily for two reasons:1) The author understands that a  typical business today cannot wait for a Data Scientist for too long to deliver results demanding as usual a very quick turnaround on investments (ROI), and 2) The book covers all the needed and proven modern brick and mortar offerings to get the job done by a relatively newcomer to the Big Data World.It certainly enables such a professional to grow and expand based on the acquired knowledge, and one can truly do it very fast.

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  • Beyond Cloud Technology, Enabling A More Agile and Responsive Organization

    - by sxkumar
    This is the second part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain”. In the first part,  I was sharing with you how a broad-based transformation makes cloud more than a technology initiative, I will describe in this section how it requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. People: Most IT organizations have a fairly complex organizational structure. There are different groups, managing different pieces of the puzzle, and yet, they don't always work together. Provisioning a new application therefore may require a request to float endlessly through system administrators, DBAs and middleware admin worlds – resulting in long delays and constant finger pointing.  Cloud users expect end-to-end automation - which requires these silos to be greatly simplified, if not completely eliminated.  Most customers I talk to acknowledge this problem but are quick to admit that such a transformation is hard. As hard as it may be, I am afraid that the status quo is no longer an option. Sticking to an organizational structure that was created ages back will not only impede cloud adoption,  it also risks making the IT skills increasingly irrelevant in a world that is rapidly moving towards converged applications and infrastructure.   Process: Most IT organizations today operate with a mindset that they must fully "control" access to any and all types of IT services. This in turn leads to people clinging on to outdated manual approval processes .  While requiring approvals for scarce resources makes sense, insisting that every single request must be manually approved defeats the very purpose of cloud. Not only this causes delays, thereby at least partially negating the agility benefits, it also results in gross inefficiency. In a cloud environment, self-service access should be governed by policies, quotas that the administrators can define upfront . For a cloud initiative to be successful, IT organizations MUST be ready to empower users by giving them real control rather than insisting on brokering every single interaction between users and the cloud resources. Technology: From a technology perspective, cloud is about consolidation, standardization and automation. A consolidated and standardized infrastructure helps increase utilization and reduces cost. Additionally, it  enables a much higher degree of automation - thereby providing users the required agility while minimizing operational costs.  Obviously, automation is the key to cloud. Unfortunately it hasn’t received as much attention within enterprises as it should have.  Many organizations are just now waking up to the criticality of automation and it still often gets relegated to back burner in favor of other "high priority" projects. However, it is important to understand that without the right type and level of automation, cloud will remain a distant dream for most enterprises. This in turn makes the choice of the cloud management software extremely critical.  For a cloud management software to be effective in an enterprise environment, it must meet the following qualifications: Broad and Deep Solution It should offer a broad and deep solution to enable the kind of broad-based transformation we are talking about.  Its footprint must cover physical and virtual systems, as well as infrastructure, database and application tiers. Too many enterprises choose to equate cloud with virtualization. While virtualization is a critical component of a cloud solution, it is just a component and not the whole solution. Similarly, too many people tend to equate cloud with Infrastructure-as-a-Service (IaaS). While it is perfectly reasonable to treat IaaS as a starting point, it is important to realize that it is just the first stepping stone - and on its own it can only provide limited business benefits. It is actually the higher level services, such as (application) platform and business applications, that will bring about a more meaningful transformation to your enterprise. Run and Manage Efficiently Your Mission Critical Applications It should not only be able to run your mission critical applications, it should do so better than before.  For enterprises, applications and data are the critical business assets  As such, if you are building a cloud platform that cannot run your ERP application, it isn't truly a "enterprise cloud".  Also, be wary of  vendors who try to sell you the idea that your applications must be written in a certain way to be able to run on the cloud. That is nothing but a bogus, self-serving argument. For the cloud to be meaningful to enterprises, it should adopt to your applications - and not the other way around.  Automated, Integrated Set of Cloud Management Capabilities At the root of many of the problems plaguing enterprise IT today is complexity. A complex maze of tools and technology, coupled with archaic  processes, results in an environment which is inflexible, inefficient and simply too hard to manage. Management tool consolidation, therefore, is key to the success of your cloud as tool proliferation adds to complexity, encourages compartmentalization and defeats the very purpose that you are building the cloud for. Decision makers ought to be extra cautious about vendors trying to sell them a "suite" of disparate and loosely integrated products as a cloud solution.  An effective enterprise cloud management solution needs to provide a tightly integrated set of capabilities for all aspects of cloud lifecycle management. A simple question to ask: will your environment be more or less complex after you implement your cloud? More often than not, the answer will surprise you.  At Oracle, we have understood these challenges and have been working hard to create cloud solutions that are relevant and meaningful for enterprises.  And we have been doing it for much longer than you may think. Oracle was one of the very first enterprise software companies to make our products available on the Amazon Cloud. As far back as in 2007, we created new cloud solutions such as Cloud Database Backup that are helping customers like Amazon save millions every year.  Our cloud solution portfolio is also the broadest and most deep in the industry  - covering public, private, hybrid, Infrastructure, platform and applications clouds. It is no coincidence therefore that the Oracle Cloud today offers the most comprehensive set of public cloud services in the industry.  And to a large part, this has been made possible thanks to our years on investment in creating cloud enabling technologies. I will dedicated the third and final part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain” to Oracle Cloud Technologies Building Blocks and how they mapped into our vision of Enterprise Cloud. Stay Tuned.

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  • What initial modelling/design activities on Agile Projects do you do??

    - by dalton
    When developing an application using agile techniques, what if any initial modelling/architecture activities do you do, and how do you capture that knowledge?? I'm not after a bullet list about XP, Scrum, Crystal, DSDM..etc as I'm familiar with the methodologies. But what do you do above and beyond the guidance given by these. I find I work best by thinking the system through first, but also like the benefits of timeboxing, story cards, pairing, tdd. The closest thing I've seen so far is Scott Ambler's Initial Architecture Modelling, but was wondering what alternatives are used out there?

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