Joseph A. Blotner

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This paper documents the creation and evolution of the (modified) agile methodology implemented at Sabrix, Inc., a start-up enterprise-class software company. The company was delivering alpha quality software to early adopter customers on a weekly basis, using urgency as the primary driver for product development. New features and bug fixes were completed(More)
As a small start-up company with a heavyweight client list, Sabrix found itself at a critical crossroads in its growth in the Spring of 2003. We were consuming all product development resources satisfying commitments made to existing customers, which seriously limited our ability to react to new requirements and improve our competitive edge in the market.(More)
One of the myths of Agile Development is that selforganizing teams do not need direction. The agile development movement focuses primarily on programmers – programmers should do X, Y and Z, and everyone else should do whatever it takes to support the programmers. A fantastic start, since programmers are the people who actually build the organization’s(More)
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