Peter Vaihansky
Member for
12 years 10 monthsPeter Vaihansky is the General Manager for First Line’s North American operations. In this capacity, he oversees strategic client relationships, plays a key role in the sales and pre-sales process, and directs the company’s global marketing activities. Peter has been working with distributed Agile development teams since 2003.
All Articles by Peter Vaihansky
All Stories by Peter Vaihansky
| On Sumo, Architecture, and Enterprise AgileIn order to be successful in the ring, a sumo wrestler needs to maintain a heavy body weight and at the same time be in peak physical condition. Just as these Japanese athletes have to find the right balance through a well thought-out combination of diet and training regimen, software development organizations need a balanced approach to implementing application architecture on agile projects. | |
| Distributed Scrum In Large ProjectsThis article discusses the highlights of a distributed Scrum project run by SirsiDynix (Provo, UT) and StarSoft Development Labs (Cambridge, MA and St. Petersburg, Russia). The project focused on the new implementation of platform and system architecture for a complex Integrated Library System, which is best compared to a vertical market ERP system with a public portal interface used by more than 200 million people. | |
| Managing Offshore XP Teams: Organizational Models and ToolsThe essence of Extreme Programming (XP) is making the customer a part of the team who works very closely with the developers, ideally communicating on a daily basis. However, what about a situation where your development team is offshore? Is it possible to have the best of both worlds, realizing the gains of offshoring without losing the benefits of XP? How do you keep the momentum and the communication flow going, at the same time ensuring seamless integration of the deliverables into the customer's production environment at the XP pace? | |
| Introducing XP Turns Waterfall Project Around Conventional wisdom is that complex projects involving large groups of engineers can not benefit from the application of Agile techniques. Certain Agile practices, when properly used, can benefit even relatively large development projects with large teams. What's even more interesting, these practices can be introduced in "mid-stream" with little preparation to large teams of "old school" developers. These developers may initially resist the methodology, but the Agile practices still win people over and bring tremendous results in productivity, product quality, and team morale in a very short period of time. |