Originally posted by Ilja Preuss:
She doesn't have any real power, but she also doesn't have any emotional investment in what the team is doing (quite contrary to the PM). That makes her a good "mirror" for the team.
Originally posted by Ilja Preuss:
Having the Coach and the Project Manager be the same person is somewhat of a slippery slope. She easily can encounter conflicts of interests, for example between rigorously following a testing approach and getting something out of the door quickly. I have read many reports in different forums from teams observing that those conflicts are more effectively resolved if the conflicting interests are represented by different persons.
There are *also* reports of teams that did just well with one person filling both roles, but it seems to be kind of an advanced practice...
Originally posted by Vinicius Boson:
Joe,
In XP, the coach is the one designated for guarantee that the XP�s practices should the applied. Is there this person in RUP ?
Regards,
Originally posted by Ilja Preuss:
Of course that doesn't mean that people from those projects would argue with the Agile Manifesto. In fact, the above mentioned project is "officially Agile", if you believe the project handbook. It's just that they don't really focus on it.
Originally posted by Ilja Preuss:
I didn't yet fully read it, but the "Getting It Out the Door" example chapter sounds quite similar to the very first Principle of Agile Software Development: "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."