http://agile2009.agilealliance.org/taxonomy/term/1642/0 en http://agile2009.agilealliance.org/node/2433 <p>When Marriott began to build its brand management intranet, the tech vendor ran into several problems that jeapardized the whole program. The introduction of Agile began a long recovery process: When should you be be covert/overt with Agile practices? How do you convince stakeholders a daily concall is more efficient than a weekly concall? Why would you pay for the tech vendor&#8217;s Agile training? How do you structure Firm Fixed pricing to be Agile? </p> <p>This is the story of how applying Agile techniques, first covertly, then out in the open, slowly steered the ship on course.</p> http://agile2009.agilealliance.org/node/2433#comments Agile Product Management Experience report distributed program management turnaround 45 minutes Sat, 28 Feb 2009 00:35:32 +0000 jessefewell 2433 at http://agile2009.agilealliance.org http://agile2009.agilealliance.org/node/1606 <p>Given the size and scope of Google&#8217;s code base, and speed of development, typical off-the-shelf continuous integration are unable to meet our needs. So, we decided to create a continuous integration and testing system as a centralized service on an unprecedented scale. When fully completed and operational, it will probably be the world&#8217;s largest continuous integration and testing system, running millions of tests every single day.</p> <p>In this talk, we will report on our experience running such a program in an agile manner and will also describe the basic design and features of the CI system.</p> http://agile2009.agilealliance.org/node/1606#comments Main Stage Talk continuous integration distributed teams enterprise program management 45 minutes Fri, 13 Feb 2009 09:15:34 +0000 mstriebeck 1606 at http://agile2009.agilealliance.org