Monthly Archive:: August 2011

Metaio’s annual insideAR event is taking place in Munich on 26th and 27th September. Of course, the main focus is on the latest Metaio software technologies such as the upcoming release of the Unifeye development tool. Also, new hardware developments that support augmented reality applications will be presented, for example by Sony and ARM.

Especially interesting with regard to our main focus of activities – which is the development of applications in the industrial sector – are some presentations by speakers, such as:

  • Augmented Reality in the Automotive Industry (Prof. Dr. Werner Schreiber, Volkswagen)
  • Making the Digital a Natural Experience: Status Quo and the Future of Augmented Reality (Peter Meier, Metaio)
  • From AR-Capable to AR-Optimized Mobile Platforms (Björn Ekelund, ST-Ericsson)
  • Enriching the mobile Augmented Reality experience using ARM’s Mali GPUs (Sri Kannan Iyer, ARM)

For more information, see Metaio’s website.

Introduction

The previous post on distributed agile software development – which can be a result of offshoring, outsourcing, multiple sites or just separated rooms within a company – discussed the benefits, motivation and the new challenges which will arise in such an environment. The follow-up post in this series will cover proven practices which can help to face these new challenges and lead to a successful project execution.

You might also be interested in the other posts of this series:
Part 1: Motivation and Challenges
Part 2: Best Practices
Part 3: Case-Study on Eclipse
Part 4: Evaluation and Summary

Best Practices

The agile manifesto describes different practices which have to be followed to ensure that the software development really is agile. With agile software development in distributed teams there are some practices which can’t be fulfilled (e.g. face-to-face communication). This problem is also stated by Ade Miller:

Agile approaches […] rely on a set of mutually supporting practices. Choosing to
drop one practice will weaken the remaining ones. Therefore when the communication bandwidth is
reduced teams must supplement weakened practices or replace them. Simply abandoning them […] will reduce the team’s level of agility.[Mil08, 7]

To avoid the weakening of other practices Martin Fowler [Fow06] and Ade Miller [Mil08] are providing solutions which have been successfully used within their distributed agile development environment. In the following the core practices which allowed this transformation of the agile methologies to distributed teams are explained and their impact on the previously shown challenges will be pointed out. These practices are meant as addition to existing agile software development methologies so that these can be used within a distributed environment.

Provide Multiple Communication Channels

As previously shown there are several challenges which arise from the communication hindrances. Because the required face-to-face communication is not possible within distributed teams it is necessary to provide multiple alternatives for this kind of communication.

Wiki

A Wiki is the perfect choice to contain information which should be written down like design documents, metrics or build processes. Because Wikis are usually unstructured it is possible for them to grow with the project in an agile manner and will thus hold the information in a way which fits the teams needs the best. Additionally, the version history of documents can represent the iterative change of the project (e.g. design documents). This version history of the documents can then later on be used to extract information why specific changes were made. Another benefit of a Wiki is the change notification mechanisms like RSS which can be used to keep every team member up-to-date. However, the agile growth of the Wiki might make it necessary to assign an employee to look over the Wiki to avoid needless posts.

Instant Messenger

Instant Messenger provide three positive aspects. The first is that it is easy to determine whether a developer is currently available for questioning or not because the messenger usually provide status information about the user. This can be a great advantage when the overlapping time between two sites is limited due to the different time zones. Secondly, communication through an instant messenger is fast (synchronous) and the overhead is limited due to the informal manner of this type of communication. As a result it serves well as a replacement for the informal communication between co-located developers in a classic agile environment. The last advantage of instant messengers is that today’s clients usually support group communication which can act as a replacement for osmotic communication because all involved developers will all receive the questions and answers and might decide to actively contribute to the communication if they are familiar with the topic. This can also be achieved by chat protocols like IRC.

E-Mail

E-mail can be used as an addition to the instant messenger as it provides an asynchronous way of communicating information to multiple receivers. Especially when combined with newsgroups the information published can be easily accessed later on and the wanted information can be extracted.

Voice and Video

Voice (including telephone) and video chats are an important form of communication for distributed teams. It must be ensured that it is easy for the developers to use these mechanisms by providing head sets and web cams and to tell the developers that they should not be concerned about costs for the communication because the impact of missing communication would be even worse than some expenses for a telephone call. With the help of voice and video communication it is possible to organize daily meetings by providing rooms which contain cameras, microphones and a beamer where the distributed teams then can exchange important information. Furthermore, it is also possible create video recordings of meetings where one developer team could not participate to share it with them later on. By this it will be easier to catch up and no additional documents have to be created which are documenting that meeting.

Telepresence Systems

Telepresence systems are robots which are placed on a specific site and then can be controlled by an operator over the internet. These systems are often mobile and include features like microphones, speakers, a video camera and a display which shows the operators webcam picture. Using these systems an advanced version of a video conference can be achieved. Furthermore, it is possible for the operator to interact with the employees at the remote site e.g. by moving the robot to their desk. Currently, there are only few telepresence robots available but in the future more systems might be developed. [Sim11]

Summary

It is an urgent matter to make the presented communication mechanisms available directly from the beginning of the project to avoid misunderstandings. However, these mechanisms cannot fully replace the direct communication but they provide a trade-off. If possible the synchronous communication mechanisms should be used but as a result of the different time zones it might be necessary to fall back to the asynchronous communication techniques which will add delay to the development process when compared to co-located agile software development.

Travel Frequently

There are two types of visits which should be considered: co-location visits and long-term visits.

Co-Location Visits

These visits should be executed within the first few iterations of a project. The characteristic of this kind of visit is that all team members are getting assembled within on location. During that time it is possible to build trust between the – under normal circumstances distributed – teams, create bonds and establish communication channels which can later be used to avoid misunderstandings. But not only the team members should be present it is also important that the project managers and an expert from the customer are present which will provide these co-location visits a working environment which is the same as it would be within a classic agile software development process. Especially for creating a release plan and the development within the first few iterations this can have a positive impact on the quality of the created software because many key design decisions are being made at the beginning of the project and it is better if the whole team and the customer can equally contribute to these decisions. It is also possible for every team member to reduce the vagueness concerning the requirement specification which can avoid later misunderstandings.

Every few months these visits should also be repeated periodically. It is sufficient for these periodic visits to take about one week but it is also recommended to plan longer visits if bigger changes within the software are being made or if some communication problems occurred. These visits can be used to refresh the bonds and trust which is fading over time within distributed teams. Furthermore, these periodic visits are a good place to reflect on the process, the achievements and the failures and to take appropriate actions like updating the process during a retrospective.

Additionally, such a visit should also be performed during the last few iterations before shipping a release to avoid delay in the development due to communication hindrances during that important time. If the whole team is assembled after the release is shipped this visit can then also be used to perform a retrospective.

To ensure the establishment of relationships during the visit some social events should be organized and the work pace should be relaxed. Additionally, gifts representing the different culture of the visitors will also help to break the ice and will help to initiate the communication. Martin Fowler emphasizes the importance of connections on a personal level:

Dinners and sightseeing can often be the most useful activity that the visitors do with the hosts. [Fow06, #UseContactVisitsToBuildTrust]

This will allow informal communication to take place during the visit which will later pay off because more communication links will be available after the visit is over.

Co-location visits are complex and could become very costly so it might not be possible to get all developers of the different sites together. If it is not possible at least the senior developers of the different sites should perform this type of visit at the beginning of the project to ensure profound design decisions.

Long-Term Visits

The key aspect of this visit type is that on every site there is always a representative from all the other sites present. The duration of such a visit should be ranging from a few weeks up to a few months depending on the representative being exchanged. The selection of the potential representatives must take the personal needs into account because it might not be possible for some to stay abroad for a long period. The main function of the representatives is to act as a catalyst for communication. Because he is familiar with the fields of specialization of his fellow team members he can establish communication links between both sites. Furthermore, he has access to the local informal communication in that team and can extract important information which he can redirect to his site of origin. Besides the benefits of establishing communication links the representatives is also able to build up trust between the geographically dispersed team members. A long-term visit also provides the project managers a good opportunity to get to know the whole team which is important when making decisions and resolving conflicts.

Martin Fowlers team extended this approach by not just sending developers as representatives but also by exchanging analysts who can communicate the requirements between the distributed teams [Mil08, 11].

To avoid misunderstandings and a lack of trust these representatives should be always present directly after the kick-off of the project.

Summary

The presented visits should be part of the distributed agile software development to compensate the lack of face-to-face communication, provide trust between the team members, to avoid misunderstandings and to counter the as Ade Miller states ”‘Us vs. Them’ attitude

Use Iterative Documentation

One of the new challenges lies within finding the correct amount and format of the formal documentation which is required within an agile distributed software development process. Because every development environment is different it is not possible to define these parameters for every case. As a result the process of determing the required formal documentation should be performed in an iterative way. A company should start with only little documentation and constantly request feedback from the distributed teams. This feedback can then be used to adjust the amount and the format of the formal documentation in a way that it is sufficient within their specific set up. To support this agile approach all documents should be kept in a repository to make it easier for every participant to access the latest version of a specific document. Furthermore, unstructured content management systems like the previously mentioned Wiki have proven to be useful.

Continuous Integration

Continuous Integration is a practice which originated from Extreme Programming and its main goal is to avoid problems when big separated work pieces are integrated back into the system by continuously integrating small changes every few hours. To ensure that the repository does not contain code which has unresolved problems every developer should first build the code within a sandbox and validate this build by running tests. If everything went smooth the changes can be integrated back into the main repository where a build server should perform an automated build followed by tests which validate that the integration did not break the system [SW07]. Of course integration problems also exists in a distributed environment but the impacts of failed builds are even worse because a failed build can prevent a team which is working in a different time zone from further developing until the team who broke the build is back at work. This can be avoided by using continuous integration. Additionally from avoiding such development dead locks, by always committing small changes it will be easier to detect misunderstandings within the requirement specification. This can be achieved because the repository will always contain a working version of the current development status which the customer can access and check if the requirements are implemented as desired. Thus the in the agile manifesto valued customer collaboration can be improved. Another benefit of continuous integration is that the new developed functions will always be well tested which results in a higher quality of the produced code.

That is why Continuous Integration should be used when applying agile software development to distributed teams.

Distribute the Work

When distributing work to several teams it often happens that specific components are always assigned to the same team. This might work for smaller projects and – according to Conway’s Law (Conway’s Law states that the architecture of a software will reflect the organizational structures within the company [Wik11]) – will have a positive impact on the software architecture because it will reduce the degree of coupling. This approach is suggested by Martin Fowler[Fow06]. Ade Miller on the other hand points out that this kind of distribution bears a big disadvantage for larger projects. As a result of the component-wise distribution islands of expertise will be created among the distributed teams. When new requirements arise it might be hard for a team which worked always on a specific component to quickly switch to a different component to develop a new feature within this component. He states:

Distributed teams […] need to […] think in terms of user stories not system components.
[Mil08, 15]

The impact of this disadvantage is that agility within the software development is lost which should be avoided. So it is necessary to deliberate for every project about whether to use the component-wise distribution or not.

Another approach which is often used for distributed teams is the activity-wise distribution. For example this can mean that testing is done on a different site than the development. This might work well in a classic software development process but it should be avoided when agile methologies are applied to distributed teams because by first creating test cases for the requirements it is possible for the developers to deepen their knowledge and thus helps them to understand the requirements better and a lack of clarity of the specification will be detected early. Furthermore, each developer will gain a better understanding of the whole software project which will also lead to better results when developing new features.

Summary

The presented practices mainly try to replace the direct communication within the team and the customer involvement throught the whole project which are core practices used in the agile software development but which cannot be achieved within an distributed environment. Although, the practices are only a trade-off which cannot replace the original practices it is important to adapt to these new practices starting as early as possible in the project to avoid misunderstandings within the teams.
Because every team is different it is not clear if these practices will completely fit your needs. You should start of with the presented practices and evolve your own practices from them so that the practices optimally fit your teams needs.

The next post will focus on the agile practices used in the development process of eclipse which is not only developed as an open source project but also within distributed teams.

References

[Fow06]: Martin Fowler. Using an agile software process with offshore development. Website, 2006. http://martinfowler.com/articles/agileOffshore.html. Retrieved 9. February 2011.
 [Mil08]: Ade Miller. Distributed agile development at microsoft patterns and practices. Website, Article, 2008. http://www.microsoft.com/download/en/details.aspx?=amp%3bamp&id=14916
[Sim11]: Tom Simonite. Vertretung im Büro. Technology Review Online Article, 2011. http://www.heise.de/tr/artikel/Vertretung-im-Buero-1326762.html. Retrieved 24. August 2011.
[SW07]: James Shore and Shane Warden. The Art of Agile Development. O’Reilly Media, 2007.
[Wik11]: Wikipedia. Conway’s Law. Website, 2011. http://en.wikipedia.org/wiki/Conway2011.

by Kevin Kratzer

Introduction

When looking at the 4th annual survey on the state of agile development conducted by VersionOne [Ver09] two trends within the world of software development can be identified:

  • Agile Development Practices: 84% of the surveys participants work in companies which are using agile practices for software development.
  • Distributed Development Teams: 58% of the surveys participants work in companies which have distributed teams.

However, by definition agile software development requires a close physical proximity of all participants ranging from the developers up to the customer. For example face-to-face communication is an important key aspects of agile software development [SW07] and it is obvious that this practice will not be feasible within distributed teams. How can these two fundamentally different software development paradigms be combined? What new challenges will the involved parties face? What drawbacks will arise with regard to the agility of the development when the agile principles are applied to distributed teams? This series of blog posts tries to provide answers to these questions by evaluating the experiences which where gathered within different agile distributed software projects.

The first part of this series will focus on the motivation and the new challenges which have to be faced when developing software in an agile and decentralized manner.

You might also be interested in the other posts of this series:
Part 1: Motivation and Challenges
Part 2: Best Practices
Part 3: Case-Study on Eclipse
Part 4: Evaluation and Summary

Motivation

There are several drivers for extending the agile methologies such that these can be applied within a distributed environment.

Cost Reduction

By off shoring or outsourcing a company can reduce the costs of the development process by relocating some of the work to countries with a lower wage level [BNK11]. Ade Miller states:

An offshore service provider may represent an apparent 25% cost saving over a domestic provider [Mil08, 5]

But he also points out that it’s difficult to calculate the effective cost reduction because additional costs due to increased traveling expenses and reduced productivity might occur.

Level of Excellence

Another benefit of distributed teams can be the increased pool of potential software developers which can be included within the company [BNK11,TBK05,Mil08]. As a result the company can hire more highly qualified software developers which leads to an increased level of excellence. This will not only raise the productivity of the company but it will also have a positive effect on two of the twelve agile principles as one of the values stated in the agile manifesto is to focus on Individuals [BBvB+01] this fact will have a positive effect on two of the twelve agile principles:

Build projects around motivated individuals. […] [SW07, 11]

Due to the increased competition during the hiring procedure it is possible to select more highly motivated employees.

Continuous attention to technical excellence and good design enhances agility.[SW07, 11]

With an increased amount of highly qualified software developers it is possible to raise the understanding for good design and technical excellence which makes it easier fulfill this principle.

New Markets

To be successful in new markets it is important for a company to get experience in these fields. Instead of accumulating this experience within the company by trainings – which might be expensive – this can also be achieved by buying up or forging alliances with companies which are experts in this new market.[Mil08]

Open Source

When following a distributed agile software development process it is also possible to integrate third party developers using open source software development. Open source software development provides many benefits including an extended developer base which will voluntarily contribute to the software to improve it [TBK05] and additional testers which will fill out bug reports resulting in an increased quality of the software. Furthermore, releasing the software as open source might lead to a domination of that market segment as Morkel Theunissen et al. shows on basis of JBoss:

[…] JBoss [is] using the OSS [Open Source Software] characteristic of its J2EE Web Application solution to try to become the preferred option for an installation and development base. [TBK05, 271]

Challenges of Agile Software Development within Distributed Teams

To understand the new challenges which arise when the agile methologies are extend to be used within distributed teams it is necessary to first look at the characteristic of both the agile and the classic distributed software development process.

Characteristics of the Classic Distributed Software Development Process

Control of Process

Usually distributed software development is controlled using formal processes like the waterfall model. In such formal processes the quality requirements and targets of the development process are explicitly defined before the development of the software actually begins. Furthermore, the software architecture is also specified during a planning phase and won’t be changed later on. This ensures that the work can be distributed in arbitrary well defined work pieces to the different distributed teams.[BY05,RCMX06]

Communication within the Teams

Within a classic distributed software development environment the communication is regulated by formal mechanisms. After every step within the software development model specific artifacts are created which serve as basis for further communication e.g. Requirements Document, Program Flowcharts or Test Description. As a result the communication between the different teams often occurs to be indirect. [BY05,RCMX06]

Trust within the Teams

As a result of the indirect communication between the individual teams it is likely that there exists a lack of trust. Each team identifies it self as an own unit with only limited relation to the other teams and the common goals of the company. [RCMX06]

Characteristics of the Agile Software Development Process

Control of Process

As the agile manifesto states agile software development is relying on lightweight processes with self-organizing teams. The continuous collaboration with the customer replaces an predefined contract where changes can be taken into account. [BBvB+01,RCMX06]

Communication within the Team

The main focus in an agile software development environment lies on direct communication inside the team and not on explicit communication through documents. [RCMX06] This is realized by various mechanisms like the physical proximity of the members to lower the hindrances of communication (e.g. pair programming [Coc01] and osmotic communication [Coc04]) or daily meetings (e.g. daily scrums [Pic10]) where the latest progress and the future work is discussed.

Trust within the Team

Because of the close collaboration within the team, the direct communication and the physical proximity of the team members the trust is build progressively and every team member can identify himself with the shared goals. [RCMX06]

New Challenges of Distributed Agile Development

When comparing the characteristics of the two approaches it is clear that new challenges will show up when both approaches are combined. The three core properties of both approaches (control of process, communication within the teams and trust within the teams) are realized in a completely different manner. Balasubramaniam Ramesh deduces the following conflict categories [RCMX06, 42]:

Communication need vs. communication impedance

The communication can be hindered by various factors. An obvious cause for this conflict lies within the geographically dispersed teams. Due to that it is impossible to perform face-to-face or osmotic communication throughout the whole development. Another reason for this problem can be the different time zones because there might be only few overlapping working hours where the teams could perform a direct communicating with the help of tools like a telephone.

Thus the communication can not be realized like it would be within the classic agile approach because of the distribution of teams. As a result further attention on this key aspect of agile development is thus required which defines one of the new challenges of agile distributed software development.

As a result of the hindered communication another challenge lies within integrating new developers. It will be harder for them to access the information which is spread among the different development sites and because direct communication is not always possible it will take longer until these developers can catch up.

Another aspect which is affected by the communication impedance is the customer collaboration. In a co-located agile project the customer can be integrated into the development process. Hence it is possible for the customer not only to see if the requirements where understood correctly by the developers but also if his requirements really reflect his needs or if it is necessary to adjust these. This direct customer collaboration is not possible with distributed teams and thus yields a new challenge.

Fixed vs. evolving quality requirements

Within the classic distributed software development process fixed quality requirements are used because it is hard to communicate requirements to the distributed teams. With changing requirements which is also one key aspect of agile development it will become more frequent to communicate the evolved requirements.

As shown in the communication category this can not be handled as usually when applying agile software development to distributed teams which leads to the challenge of how to effectively communicate new requirements so that misunderstandings are avoided.

People vs. process oriented control

Not only due to the classic distributed software development process but also because of the cultures of different countries the developers are often used to other organizational models. Especially the Asian cultures are used to hierarchical chain of commands which do not consider a control by people. Martin Fowler states:

[…] a major Indian contracting company defined management as “the science of control” [Fow06,#DontUnderestimateTheCultureChange]

Furthermore, he is pointing out the importance of handling cultural differences:

One of the hardest parts of introducing agile methods into an organization is the cultural change it causes. Indeed we’ve found that this is the major reason why organizations have problems with adopting agile methods. [Fow06, #DontUnderestimateTheCultureChange]

This demonstrates a core challenge which the distributed teams will face when trying to establish self-organizing control structures: Awareness of the cultural differences.

Formal vs. informal agreement

The targets within an agile development process are defined by informal agreements. Because it might be hard to communicate these informal agreements to the distributed teams it might be necessary to create more formal documentation.

The challenge which arises from this conflict is to determine the correct amount and format of the formal documentation which is required to ensure the specification of the requirements without falling back to the documentation overhead of classic distributed development.

Lack of team cohesion

As described in the trust section of the classic distributed software development it is hard to build trust between the dispersed teams. As a result the self-organization of the teams which is an important factor in the agile development won’t be easy to achieve. Furthermore, a lack of team cohesion can lead to a continuous degeneration of the communication.

One challenge of the agile distributed software development lies thus within breaking this loop to build up trust and cohesion between all distributed teams.

Another category which does not fit into the high level view defined by Ramesh is about the structural challenges.

Structural Challenges [Fow06]

It might be necessary to have all infrastructure related systems like code repositories, build and test servers online for 24 hours a day because these systems will be accessed from different sites and thus different time zones. This can make it hard to perform backups because the state of the systems is continuously being changed.

Furthermore, to avoid unnecessary delays within the development process it might be necessary to reproduce some systems on remote sites because the delay of transferring data over the internet can have a negative impact on the productivity and in the worst case it might happen that the network is unreachable for some time.

Summary

As one can see there are many good reasons why companies should use agile methodologies within distributed teams. However, the new challenges – mainly the lack of direct communication – which arise can not be neglected and a fitting strategy to counter these challenges must be found to avoid a failure of the project.

The next post will focus on best practices which can help to overcome the challenges of agile software development in distributed teams.

References

[BBvB+01]: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, and Dave Thomas. Manifesto for agile software development. Website, 2001. http://agilemanifesto.org/. Retrieved 28. May 2011.
[BNK11]: Udayan Banerjee, Eswaran Narasimhan, and N. Kanakalata. Experience of executing fixed price off-shored agile project. In Proceedings of the 4th India Software Engineering Conference, ISEC ’11, pages 69-75, New York, NY, USA, 2011. ACM.
[BY05]: Lawrence Bernstein and C. M. Yuhas. Trustworthy Systems Through Quantitative Software Engineering. Wiley-IEEE Computer Society Press, 2005.
[Coc01]: Alistair Cockburn. Agile Software Development. Addison-Wesley Professional, 2001.
[Coc04]: Alistair Cockburn. Crystal Clear: A Human-Powered Methodology for Small Teams. Addison-Wesley Professional, 2004.
[Fow06]Martin Fowler. Using an agile software process with offshore development. Website, 2006. http://martinfowler.com/articles/agileOffshore.html. Retrieved 9. February 2011.
[Mil08]: Ade Miller. Distributed agile development at microsoft patterns and practices. Website, Article, 2008. http://www.microsoft.com/downloads/en/details.aspx?FamilyID=2143646D-BCC1-4D97-B9A1-968201917BAA
[Pic10]: Roman Pichler. Agile Product Management with Scrum: Creating Products That Customers Love. Addison-Wesley Longman, 2010.
[RCMX06]: Balasubramaniam Ramesh, Lan Cao, Kannan Mohan, and Peng Xu. Can distributed software development be agile? Commun. ACM, 49:41-46, October 2006.
[SW07]: James Shore and Shane Warden. The Art of Agile Development. O’Reilly Media, 2007.
[TBK05]: W. H. Morkel Theunissen, Andrew Boake, and Derrick G. Kourie. In search of the sweet spot: agile open collaborative corporate software development. In Proceedings of the 2005 annual research conference of the South African institute of computer scientists and information technologists on IT research in developing countries, SAICSIT ’05, pages 268-277, Republic of South Africa, 2005. South African Institute for Computer Scientists and Information Technologists.
[Ver09]: VersionOne. State of agile development survey 2009. Website, 2009. http://www.versionone.com/pdf/2009_State_of_Agile_Development_Survey_Results.pdf. Retrieved 5. July 2011.

by Kevin Kratzer

The new Mobile Zeitgeist Special 3/2011 ‘Mobile Unternehmenskommunikation’ has recently been published. We have contributed an article: ‘Tablet Computers in Industrial Applications’.

The article comprises the following topics:

  • usage of smartphones/tablets in the industrial sector
  • how smartphones/tablets may play a more important role in the industrial sector with new hardware developments and the advancement of augmented reality. The application of augmented reality is a crucial factor, because it brings a new quality of information transmission.
  • the example of a customer service management application that is connected to an inventory control system

Mobile Zeitgeist is the leading online magazine on mobile business in German-speaking countries: industry trends, practical business models, innovative applications and news.

You find the Mobile Zeitgeist Special on the Mobile Zeitgeist website.