Posts Tagged ‘Jama’

My first week at Jama Software – an internship opportunity with real impact.

Friday, December 4th, 2009

Jama recently welcomed a few new members to the team including Jason, an intern in the development and support team.  Jason isn’t your average intern, he came to Jama with years of real-world experience from Autodesk, a degree in computer science and the desire to make a career change to help us shape the Jama internship program into something more meaningful than the average internship. I asked Jason to provide his perspective on his first week.

When looking for an Engineering internship, I had a couple of simple objectives.  I wanted to learn as much as possible every day and I wanted an environment where I could make tangible contributions that make an impact.  While those requests seemed modest enough, I knew that all too often internships didn’t provide either.   I had heard way too many stories about internships where the interns repeat the same tasks every day, never getting a feel for how the company operates outside of the intern’s niche role and responsibilities.  Or worse yet, the internship is full of minor odd jobs such that when the internship is over, the intern can’t point to any one major accomplishment for which they will be remembered.

Heading into my internship at Jama, though, I knew this one was going to be different.  In my role, I was going to be involved in multiple aspects of the company and I was going to have the opportunity to make a significant contribution with everything that I did.  My first week did not disappoint.  The good people at Jama made it clear that the work I would be doing would be a valuable experience for me and an important contribution to the company.  They also made the point that they would provide the flexibility to let me blaze my own career trail and find the areas where I could contribute most.  You would expect little redeeming work to come out of a first week.  But, in my first week, I dabbled in a little of everything, from testing the Contour requirements management product, to learning the software development environment and exploring the product architecture, to responding to customer support requests, and even sharing ideas about marketing and customer outreach.

While getting a well rounded experience and making valuable contributions are my biggest goals, there is more to like about Jama.  Like the office environment, where there is clearly an open, positive atmosphere.  There isn’t a hint of company politics to be found and everyone seems to have a customer focus and a passion for product innovation and designing Contour to be a great app.  And, of course, the downtown location and the food cart access it provides.  At my last job, I ate lunch from the same chain restaurants every day.  Now, I have a world to choose from…literally.  While the internship may not send me around the world, I’ve already experienced Thailand, Vietnam, Poland and Slovenia through the infamous Portland food cart cuisine.

Jama is growing fast and is hiring additional interns and full-time employees, visit our Careers page to see current job openings.  Join us.  Let’s build great products.

Let’s innovate! See the new Activity Stream in Contour 2.8. It’s requirements management software for everyone.

Thursday, September 24th, 2009

Which image best describes your current product planning and development process.  Is your team jammed up all the time?  Or are you working in fluid motion?

Is your team working in fluid motion?

Jama, the leader in requirements management software for product innovation, today announced the availability of Contour 2.8 with the new Activity Stream.

Keep a pulse on all the activities in your projects and stay connected.

What’s been added to the scope?  Which features are complete and fully tested?  Are there new bugs?  What’s everyone working on today for the upcoming release?  Now you can keep a real-time pulse on all the activities in your projects  within a single view.  No more noise.  No more hunting.  No more surprise.  It’s everyone in sync, working on what matters most.  It’s product planning and development working in fluid motion.  And, it’s available now in the new Contour 2.8.  See what’s new and watch the quick 2-minute video on the Activity Stream.

Other highlights in the new Contour 2.8:

  • Active Search:  Find exactly what you need at the moment you need it.
  • Enhanced Import:  Import requirements along with the headings, formatting and images straight from MS Word (.docx).
  • Reading View:  Work with a set of requirements or list of items in a dynamic Word-like reading pane within Contour.
  • Web Services API v2:  Build your own integrations or have Jama do it for you.  Contour is open for business.

See What’s New in Contour 2.8 >

Note:  Contour On-Demand customers, your hosted accounts are automatically upgraded.  Enjoy the new features the next time you login.

Special thanks to our customers and partners!

Thank you  for making Jama a leader in requirements management and social product development.  Thousands of users worldwide managing billions in R&D projects trust their requirements to Jama Contour.  We appreciate all the great insights, you drive our product roadmap.  Let us know what you think of the new release.  Let’s build great products!

Read customer success stories >
New to Contour? Download a free trial and take control of your requirements >
Follow Jama on Twitter >

The Agile Process Experiment at Jama Part II: Use of Daily Stand-ups and Task Board

Monday, December 15th, 2008

As we continue to optimize our use of Agile techniques at Jama, we’ll share what we’ve learned, any adjustments we’ve made and which techniques are working or not working for us.

If you missed the original post in this series on our Agile Process experiment, you can read it here.

In this post, we’ll discuss two common techniques used for Agile software development that we’ve adopted into our workflow at Jama:

  1. The daily stand-up meeting (aka “Daily Scrum” or “Huddle”)
  2. Use of a large whiteboard for tracking high-level tasks for all current projects (aka “Task Board”)

These 2 techniques go hand-in-hand and include the entire team.  Our daily stand-up is held at 10am every morning and is 15 minutes or less. One of the principles of the daily stand-up is to keep the status meeting short and high energy (Note: Stay vigilent about the time frame and structure of the meeting otherwise it’s easy for it to get off-track).

During the daily stand-up, we each try to limit our comments to communicate these 3 things:

  • What tasks did I complete?
  • What tasks am I working on today?
  • What do I need help on?

Unlike the formal Scrum meeting, we don’t apply the labels of “Pigs” and “Chickens” to the members of the team – because we’re vegetarians.  No actually, in our case, we work in a small team environment and everyone on the team has skin in the game and would be classified as a pig (well, in the good kind of way).

If you’re new to the concept of the Daily Stand-up, here’s a good resource on it.

We hold our daily stand-ups at the Task Board (or what we call “The Big Board”) which is front and center in our office – visible to everyone at all times.  No sacred cows.  We’ve found this high level of visibility creates a high level of accountability – to each other and to the customers of the projects we’re currently working on.

We’ve divided our Task Board into a matrix with the name of our active projects (& target completion dates) along the left in rows and next to it we track the status of tasks in the following columns:

  • To Do – A new task is defined and assigned an owner
  • In Progress – A task being actively worked on, not yet completed by owner
  • Verify – A task completed by owner, and now being verified by someone on the team internally (and externally by customers when applicable)
  • Done – A task has been verified and is satisfactory

As work gets tasked out, each high-level task is written on a sticky note (aka task card) with the task name, owner and projected # of hours required.  During the stand-up, the task owner moves the task card to the appropriate column based on its status.  When help from someone else is needed, such as for the verify stage, that person’s name is written next to the specific task card on the whiteboard with a projected completion date.

As the board fills up, and tasks move from left to right (as work gets done), you’ll be able to see where potential bottlenecks may occur, whether tasks are taking longer than expected (to improve estimates), and at a high-level if you’re at risk of missing the target completion date for a project.

One of the things we’ve adjusted over time is our definition of “done”.  Early on, we didn’t include the “verify” column and we discovered that it was easy to have someone feel like a task was done, but by taking the time to commit to having tasks reviewed by a second set of eyes and formally adding the “verify” column to ensure code quality early on helped minimize defects later in the QA/testing process.  Based on the dynamics of your team, you’ll likely want to experiment with how you run your board to keep the stand-ups effective.

So overall, we’ve found these 2 Agile techniques are good for communicating the high-level tasks and tracking daily progress of projects, but what about the details behind the tasks?  Where do we manage the related requirements, key documents, customer feedback, defects, etc. that go into a project or product release plan?

In our next post in this series, we’ll answer those questions and share what we use (tools and process) to manage the “Devil in the details”.

Until next time, happy agile development (and holidays too)!

The Agile Process Experiment at Jama: Scrum versus Crystal or Maybe a Hybrid?

Wednesday, December 3rd, 2008

At Jama, we work with a wide range of companies using different software development processes. And, despite all the evangelism by the process gods in our industry, if there is one thing we’ve learned over the years it’s that no single process is the best practice for all companies. What works for one company, may not work for another.

Too often, our industry gets caught up in labels, and “Agile” is a great example of that right now. Agile is as trendy a buzzword as “innovation” or “Web 2.0”, but if you lined up 100 different developers and asked them what Agile means, you might get 100 different answers. But, is that really the point – are you Agile or not? Agile itself isn’t a single process – there’s different flavors such as Scrum, Crystal, XP and others. And, as the Agile Manifesto outlines, the underlying concepts of Agile are common across all flavors, such as breaking things into smaller projects, welcoming changing requirements, delivering frequently and having frequent conversations with the customers and users of the application you’re building.

So, the question isn’t so much about whether you’re Agile, but which techniques within these Agile methodologies will work for your team? How do you build great products that are safe, reliable and customers love to use? That’s what it’s about.

Like a lot of dev teams, we’re constantly looking for ways to improve our own process internally in building our product, Contour. So we decided to blog about our experience with Agile techniques, not as experts or evangelists (there’s plenty of those), but simply to share what’s working, what’s not, what we’ve learned through our own experimentation and retrospectives.

Over the next several months, we’ll be incorporating different techniques and enhancing the ones we already use to optimize our process at Jama. Also, we’ll leverage what we learn to enhance the features within Contour to support a range of techniques – for Agile, traditional methods, CMMI or other practices our customers need.

Last week, as an interesting exercise, we had two of our senior developers do a showdown of Scrum vs. Crystal Clear – two of the more popular Agile methods. Derwyn representing Crystal Clear and Frank representing Scrum. What ensued was a bloody, mixed-martial-arts-style cage match of epic proportions. Well…not really. Actually, it was a civil meeting over lunch with our team and both came armed with notes from their favorite books and brief presentations on the realistic techniques that we can weave into our process at Jama.

Scrum versus Crystal Showdown

The net result of our discussion was that we’re not purists of any one specific methodology. There’s a blend of techniques that we’re leveraging. In fact, one of the principles Crystal teaches is this sense of evolution – that your process needs to fit your team, and not the other way around. Point Crystal. Oh wait, we’re not keeping score…

Here’s the rundown of what we’re doing at Jama (click image for .pdf):

Agile process at Jama

Our development team works within the same office, so we have the advantage of being able to do daily stand-ups and we use a large whiteboard with sticky notes for managing tasks that are active for our current iteration (a.k.a. sprint). We use Contour to manage our product backlog which includes new feature requests, defects, requirements and tasks.

As we do our planning, we group these together into releases and shorter sprints. In context to labels, I guess you could call our mixed approach “Agile Hybrid” – and really the only way to top one buzzword is to add another to it, right? In all seriousness, our approach is rooted less in theory and more in what we realistically see ourselves adopting and having success with – and it evolves.

Techniques we’re doing now:

  • Daily stand-up meetings
  • Frequent delivery/iterations
  • Product backlog
  • Whiteboard with task cards
  • Requirements documentation (yes, it has a role in Agile)

Techniques we’re not adopting:

  • Use of points or velocity score
  • Self-organizing teams
  • Pure pair programming (we do side-by-side programming at times)

What we’re experimenting with:

  • Blitz planning
  • More thorough retrospectives with each release
  • Implementing burn-down charts

In future posts on our use of Agile, we’ll share more examples of the techniques we’re experimenting with and we’ll tackle the often-asked question, “What’s the role of requirements management within Agile development?”

Share with us your own experience: How has your process evolved? Which techniques of Agile have you had success with?  Email us directly or feel free to post a comment here.

If you’re new to Agile, here’s a few of our favorite resources to help get you started:

What’s the value of requirements management in a down economy?

Tuesday, November 18th, 2008

You open a newspaper, turn on the TV, surf the Web – the news is dominated by the economic downturn.  Is it a worldwide financial crisis? Is it a bona fide recession?  How long will it last?  Who knows.  All I know is that you can’t escape it.  In one way or another, it affects us all.

As a smart business, the bigger questions are:  How can you thrive during tough times?  Do you cut spending? Do you freeze budgets?  Do you take a wait and see approach? Isn’t that what other companies are doing?

If you listen to the financial wizard Warren Buffett or follow the contrarian path of several innovative companies, they do just the opposite.  It makes sense really.  When others are cutting back because of economic fears, they see this as an opportunity to create value by increasing investments in areas that can fuel growth and create operational efficiencies for their businesses – from technology to processes to new product development.

As Mr. Buffett likes to say, “Be fearful when others are greedy, and be greedy when others are fearful.”

So, how does this relate to our world of software product development?  More specifically, what’s the value of requirements management – or any tool for that matter – in a down economy?

In theory, an investment in a requirements management tool will create efficiencies, eliminate costly errors and ensure higher quality products.  But is that just theory, or does it hold up in the real world?  The only way to find out is to explore it for yourself.

To help though, we’ve done the math using an ROI model developed for Software Quality Engineering (Stickyminds.com) by Richard Denney, a well-respected industry expert.  Based on a team of 10 active users and 10 stakeholders, with 2,500 requirements (500 of which are implemented in the 1st year) and industry averages for a few other variables, the model shows you can achieve $300,000 in cost savings with a requirements management tool in the first year versus not using one at all; creating a 4:1 cost-to-benefit ratio.

Now, requirements management won’t make headline news, but the return on investment both immediate and long-term can be significant – if done well.  And, if you think about it, that’s exactly the kind of unsexy, penny-wise investment that a Mr. Buffet-like investor might consider.

Make the penny-wise case for RM at your company:

Download the Requirements Management ROI Analysis (.pdf)

Learn about the Contour Team Package and how to save 40%

Note: If you’d like the Excel version of the ROI model to play with the variables, just email me.

Meet the new members of the Jama community.

Tuesday, March 11th, 2008

Jama’s “You try. We give.” program.  Meet the Kiva loan recipients.

- Tiv Socheat – mother of 2 and chicken farmer in Cambodia
- Elida Angelica Ruiz Cardenas – mother and fish retailer in Peru
- Eliseo Canales – pineapple and dragon fruit farmer in Nicaragua
- Rosemary Rushagara – mother of 4, caretaker of orphaned kids from HIV and store owner in Tanzania
- Nguyen Thi Ngat -daycare provider and educator in Vietnam

"You try. We give." program

and several others…

Who are they? They aren’t customers, employees or partners. They are the first of the Kiva.org loan recipients that we’ve sponsored through our “You try. We give.” program.

What started out as a small idea during a team meeting in February has blossomed into an ongoing program that reflects our corporate values and commitment to giving back on behalf of our customers, partners and other members of our community. For every customer that trials Contour, our collaborative requirements management software, we set aside marketing dollars to donate for loans that help Kiva.org recipients improve their own communities.

We chose Kiva.org because they embody a few fundamental principles that we share:

1. a belief that the entrepreneurial spirit lives in everyone
2. thousands of micro-actions that create a cumulative macro-effect
3. taking a collaborative, Web-based approach to solving a problem
4. an open, global community of people working together for greater success

View our lender page on Kiva: http://kiva.org/lender/jamasoftware

We’re still a young company with limited funds, so as we grow, this program will grow too. We look forward to introducing the new Kiva recipients each quarter. Thanks for showing your support by evaluating Contour and enabling us to help more companies succeed with requirements management.

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