Serious Games Need Agile

 Posted by on Nov 20, 2013  1 Response »
Nov 202013
 
Serious Games Need Agile

In my last post, I talked about the ways in which serious games can fill a significant hole in Agile practices. Let’s turn that around and see how Agile can help serious games. Before we can get into the meat of that topic, it’s important to be clear about which serious games we’re going to be discussing. There’s a wide variety of game-like activities used for reasons other than entertainment (education, ideation, market research, etc. etc.), and not all of them can benefit from serious games equally, or even in the same ways. For our purposes, we’ll be focusing on three types: Software-based serious games in general. This is a pretty broad category, encompassing everything Read more

Nov 192013
 

The information and communications technology (ICT) world is constantly evolving in complexity. As computational technology advances, it allows for the building of more capable systems, architectures, and solutions. We’ve added so much agility to the behavior of systems that many now consider them as complex adaptive systems, suspected of developing their own intelligence. I would rather call it “stochastically featured” because — due to their omnipotent presence, internal complexity, and strength of interrelationship — we are not able to predict their deterministic behaviors in definitive ways. I have seen a certain pattern in the science world in which a decomposition path is utilized to understand the “pieces” but — as Albert-László Barabási described in his Read more

Nov 132013
 

Within the world of Agile, architecture often seems misaligned or is a forgotten value-add to a project, especially in enterprise and large scale programs. However, an agile architecture can enable a business to deliver features faster and give them a competitive advantage. Coupled with SaaS and/or Cloud, it seems obvious that agile architectures are required. So what is the problem? Sometimes organizations struggle to define what exactly an agile architecture is, the value it can add to product delivery, and what artifacts are most useful and relevant. Is an agile architecture about supporting rapid scale-out, continuous delivery and deployment? Or is it an exercise in futility? How much value should an organization attribute to having Read more

Nov 122013
 

Agile’s success depends, to a great extent, on the seriousness with which the team performs the prescribed ceremonies. Thou shalt start a sprint with a real sprint planning meeting. Thou shalt always end a sprint with working code, which thine customers and stakeholders shall comment upon. If thine daily stand-up meeting goes longer than 15 minutes, then lo! Someone needs to put a cork in it. Agile keeps the list of ceremonies small, and the ceremonies themselves fairly lightweight. They serve the same purpose as any ritual, to encourage both right behavior and right thinking. Unfortunately, there are not enough of them. Agile ceremonies must reach beyond the team The founders of the Agile movement Read more

Nov 052013
 

One of the benefits of having worked in both product management and technology for over 35 years is that you gain a certain perspective. We live in an endless stream of invention. It seems as though everything is new. But to the astute, the observant, even in an explosion of discovery, patterns emerge. If you are brilliant, you see these patterns earlier than others. Intel cofounder Gordon E. Moore observed in 1965 that the number of integrated circuits (remember those?) would double every two years. This brilliant insight came to be known as Moore’s Law, and it predicted and explained the growth in technological capability and the decrease in cost — and hence the ubiquity Read more

Summit 2013 Gems

 Posted by on Nov 5, 2013  No Responses »
Nov 052013
 

In case you couldn’t make it to this year’s Cutter Summit, here are a few of the nuggets from yesterday. And if you are here in Cambridge, MA, feel free to add some of your own in the comments!

Oct 222013
 

Heightened connectivity among customers has changed the way they interact with your products. Furthermore, it has changed the amount of information you can collect about your customers. As a result, you have new opportunities — and obligations — to communicate with your customers and make changes to your products and marketing tactics based on this new knowledge. Let’s consider some strategies to listening — and thus connecting — to your customers in a more positive and useful manner. Be Thoughtful and Attentive Your company and your employees will have a hard time learning from customers if they are not interested in them. Teach your employees to be thoughtful about interacting with your customers, as if Read more