Archive for December, 2008


Posted: December 24, 2008 by Shishir Gupta in Cricket
Tags: , ,

_743321_dev_cup300Kapil Dev Ramlal Nikhanj (born 6 January 1959, Chandigarh), better known as Kapil Dev, is a former Indian cricketer regarded as one of the greatest all-rounders of all time. He was captain when India won the world cup in 1983. Kapil Dev was named by Wisden as the Indian Cricketer of the Century in 2002. Kapil Dev had a rather prosaic stint as India’s national cricket coach for 10 months between October 1999 and August 2000.

Kapil was a right-arm pace bowler noted for his graceful action and potent outswinger, and was India’s main strike bowler throughout for most of his career. He also developed a fine inswinging yorker during the 1980s which he used very effectively against tail-enders. As a batsman he was a natural striker of the ball who could hook and drive effectively. A naturally aggressive player, he often helped India in difficult situations by taking the attack to the opposition. His nickname was The Haryana Hurricane — he used to represent the Haryana cricket team.


kapil_4FULL NAME : Kapil Dev Ramlal Nikhanj
NICKNAME : Haryana Hurricane 
BORN : 6 January 1959 (1959-01-06) (age 49) Chandigarh, India
BATTING STYLE : Right-handed
BOWLING STYLE : Right arm fast medium
ROLE: All-rounder




Test Debut : (cap 141) 16 October 1978: v Pakistan
Last Test :
19 March 1994: v New Zealand
ODI Debut :
(cap 25) 1 October 1978: v Pakistan
Last ODI :
17 October 1994:v West Indies


1975–1992 : Haryana
1981–1983 : Northamptonshire
1984–1985 : Worcestershire


                          Tests     ODI
                   131       225 
Runs scored        5,248     3,783 
Batting average    31.05    23.73 
100s/50s             8/27    1/14 
Top score             163      175* 
Balls bowled       27,740  11,202 
Wickets                434      253 
Bowling average   29.64   27.45 
5 wkts in inns         23         1 
10 wkts in mat        2         n/a 
Best bowling        9/83      5/43 
Ctchs/stmps        64/–      71/– 

Kapil Dev was born to Ram Lal Nikhanj and Raj Kumari Lajwanti (maiden name). He was the sixth of seven siblings. Kapil’s parents had emigrated from a village near Rawalpindi during Partition. Ram Lal Nikhanj settled in Chandigarh and settled into a prosperous building and timber business.
Kapil Dev was a student at D.A.V. School and in 1971 joined Desh Prem Azad.
He was introduced to Romi Bhatia by a common friend in 1979 and proposed to her in 1980. Kapil Dev married Romi in 1980 and the couple have a daughter Amiya Dev who was born in 1996.

Kapil Dev made an impressive debut for Haryana in November 1975 against Punjab with a 6 wicket haul, restricting Punjab to just 63 runs and helping Haryana to victory. However, Kapil finished the season with only 12 wickets in 3 matches.
In the 1976-77 season opener against Jammu & Kashmir, he had a match haul of 8/36 to win the match for his team. While his contributions for the rest of the season was ordinary, Haryana qualified for the pre quarterfinals. Kapil Dev achieved his then best innings haul of 7/20 in just 9 overs in the second innings to skittle Bengal for 58 runs in under 19 overs. Though Haryana lost to Bombay (Mumbai) in the quarterfinlas, the season made the nation sit up and notice the speedster from Haryana.
Kapil began his 1977-78 season claiming 8-38 in the first innings against Services. With 3 wickets in the second innings, he took his maiden 10-wicket haul in first-class cricket, a feat he would later achieve twice in Test cricket. With 23 wickets in 4 matches, he was selected for the Irani Trophy, Duleep Trophy and Wills Trophy matches.
For the 1978-79 season, Haryana had a repeat encounter with Bengal in the pre-quarterfinal match after a lackluster bowling season from Kapil Dev (12 wickets from 4 matches), riding on the performance of the season’s leading wicket-taker – Rajinder Kaul. Kapil Dev however scored 2 half-centuries in the group stage matches. In the pre-quarterfinal match, he showed his big-match attitude by taking a 5-wicket haul in the first innings. Poor batting by Haryana in the second innings meant Bengal could avenge their loss from 2 seasons back by scoring the required 161 runs for the loss of just 4 wickets. Kapil Dev stood out in the Irani Trophy match scoring 62 runs coming in at number 8. He also took 5 catches in the game where Karnataka was defeated by the Rest of India XI. Kapil Dev arrived in the national spotlight with a trademark standout performance in the finals of the Duleep Trophy taking a first innings haul of 7/65 in 24 overs. Kapil Dev was included in the North Zone squad for Deodhar Trophy and Wills Trophy for the first time. Kapil played his first Test match in the season against Pakistan.
In the 1979-80 season, Kapil Dev showed his batting talent with a maiden century against Delhi when he scored his career best 193. In the pre-quarterfinal match, where he captained Haryana for the first time against Uttar Pradesh, he took a five wicket haul in the second innings to advance to quarter finals where they lost to Karnataka. With Kapil Dev cementing his place in the Indian national squad, his appearances in domestic matches dwindled.
Haryana:1990-91 Ranji champions
In the 1990-91 Ranji season, Haryana rode into the semi-finals on the back of the bowling performance of Chetan Sharma and the batting performance of Amarjit Kaypee. Kapil Dev took centre stage in the semi-final against Bengal where he led his team to a mammoth score of 605 runs by scoring 141 as well as taking 5 wickets.
The finals of the 1991 season will be remembered for the number of international cricketers who were part of the match with Kapil Dev, Chetan Sharma, Ajay Jadeja and Vijay Yadav turning up for Haryana and Bombay cricket team represented by Sanjay Manjrekar, Vinod Kambli, Sachin Tendulkar, Dilip Vengsarkar, Chandrakant Pandit, Salil Ankola and Abey Kuruvilla. Deepak Sharma (199), Ajay Jadeja (94) and Chetan Sharma (98.) helped Haryana to a score of 522 while Yogendra Bhandari (5 wickets) and Kapil Dev (3 wickets) restricted Bombay to 410 runs in the first innings. A crucial 41 from Kapil and top scorer Banerjee (60) took Haryana to 242 runs, setting Bombay a target of 355 runs. After the initial wickets, Vengsarkar (139) and Tendulkar (96) fought back for the Bombay team. After Tendulkar’s dismissal, Haryana took the final 6 wickets for 102 runs and Vengsarkar and Bombay were stranded 3 runs short of the target. Kapil Dev won his maiden and only Ranji Trophy championship.


Early Years (1978 – 1982)
Kapil Dev made his Test cricket debut in Faisalabad, Pakistan on 16 October 1978 and though his match figures were unimpressive, the numbers did not convey any measure of Kapil’s contribution in the match. With his speed and bounce, he bought glee to the Indian players when Pakistani batsmen were startled with bouncers that clanged the helmet on more than one occasion. Kapil Dev also captured his maiden wicket of Sadiq Mohammad with his trademark outswinger. Kapil Dev showcased his all-rounder talent when he scored India’s fastest Test half-century off 33 balls and 2 sixes in each of the innings during the 3rd Test match at National Stadium, Karachi, though India lost the match and the series 2-0. In the ensuring series against a visiting West Indies team, he scored his maiden Test century (126) at Feroz Shah Kotla, Delhi in just 124 balls and had a steady bowling performance (17 wickets at 33.00). Ominous signs of Kapil Dev’s liking for England showed up in the ensuring series, Kapil’s first outside the sub-continent. Kapil Dev picked up his first 5-wicket haul and all of England’s wickets, though it came at a huge cost (48 overs and 146 runs conceded) as England scored a mammoth 633 and won the match comfortably. Kapil Dev finished the series with 16 wickets though his batting haul of 45 runs (Average: 7.5) was unimpressive. Kapil Dev’s debut in ODI Cricket happened in the earlier tour of Pakistan where his individual performance was ordinary and it stayed the same as both Kapil Dev and India had a poor campaign at the 1979 Cricket World Cup.
Kapil Dev established himself as India’s premier fast bowler when he took two 5-wicket hauls and ended the home series against Australia with 28 wickets (Average: 22.32) and also 212 runs that included a half-century. Kapil Dev gained fame in the 6-Test home series against Pakistan in the 1979-80 season when he led India to 2 victories against the visitors – once with the bat (69) at Wankhede Stadium, Bombay (Now Mumbai) and the second time with bat and ball (10-wicket haul in match – 4/90 in the first innings and 7/56 in the second innings, 84 in 98 balls with his bat) at Chepauk, Madras (Now Chennai). Kapil Dev rates his all-round performance in this match as his best bowling effort in his career and his second innings figure of 7/56 was his best to-date. During the series, he also became the youngest Test player to achieve the all-round double of 100 Wickets and 1000 Runs and in 25 matches (although Ian Botham took just 21 matches to achieve the same feat) and finished the series with 32 wickets (Ave: 17.68,) and 278 runs that included 2 fifties.
India’s tour of Australia in 1980-81 had the looks of the familiar Indian series as India were 1-0 down and were defending a meager 143 runs and Kapil Dev virtually ruled out with a groin injury. When Australia finished the fourth day at 18/3, Kapil willed himself to play the final day with pain-killing injections and removed the dangerous Australia middle order. Kapil won the match for India with the innings bowling performance of 16.4-4-28-5, a bowling performance that figures in his five best bowling performance. During the Australian tour, he scored his first fifty in ODIs against New Zealand at Brisbane. Somehow India’s Test cricket sensation was unable to adjust to ODI cricket and had a career start of 278 runs (Average: 17.38,) and 17 wickets after 16 ODI matches.
A dismal New Zealand tour later, Kapil Dev was ready for the 1981-82 home series against England where his five-wicket haul won the first test at Wankhede Stadium, Bombay. Kapil Dev scored 318 runs (Average: 53, 1 century, 1 fifty) and took 22 wickets (2 5-wicket hauls) and walked away with the Man of the Series honours. England saw more of Kapil in the ensuing series at home against the Indian cricket team in the 1982 season when Kapil opened with a 5-wicket haul and 130 runs in a losing cause at Lord’s. Kapil Dev finished the 3-match series with 292 runs (Ave: 73, 3 fifties) and 10 Wickets and bagged the Man of the Series again.
Facing Sri Lanka for the first time, Kapil Dev helped himself to a five-wicket haul to kick start the 1982-83 season. In the following tour to Pakistan, Kapil Dev along with Mohinder Amarnath were the only bright spots in a series dominated by rival all-rounder Imran Khan (40 wickets and 1 century). Kapil Dev took a 5/102 haul in the second Test at National Stadium, Karachi, 7/220 in the third Test at Iqbal Stadium, Faisalabad and 8/85 at Gaddafi Stadium, Lahore while he received little support from other team members. After this disastrous tour, Kapil Dev was made the captain of the Indian cricket team in place of Sunil Gavaskar.

Captain: 1983 World Cup Champions (1982 – 1984)
Kapil Dev debuted as India’s captain in the 1982-83 season against Sri Lanka (before the Pakistan tour) when Sunil Gavaskar was rested. Kapil Dev’s first assignment as the regular captain was the tour of West Indies where the biggest accomplishment was a lone ODI victory. Kapil Dev (72) and Sunil Gavaskar (90) led India to a huge score – 282/5 in 47 overs and Kapil’s 2 wickets aided India to restrict West Indies for 255 and a victory that Indian cricketers claim gave them the confidence to face the West Indies team in 1983 Cricket World Cup. Overall, Kapil Dev had a good series in West Indies as he scored a century to save the second test match as well as picking up 17 wickets (Average: 24.94).
1983 World Cup Performance
Kapil Dev entered the World Cup with an ordinary individual record – 32 Matches, 608 Runs (Average: 21), 34 wickets. India’s solitary victory in the previous two World Cups was against East Africa in 1975. Riding on Yashpal Sharma (89 Runs), Roger Binny and Ravi Shastri (3 wickets each), India inflicted the West Indies’ first-ever defeat in the World Cup. Following a victory against Zimbabwe, India lost the next two matches – Australia (despite Kapil Dev’s best career figures of 5/43) and West Indies. Needing victories against Australia and Zimbabwe to advance to semi-finals, India faced Zimbabwe at Nevill Ground, Tunbridge Wells on 18 June 1983.
Under overcast conditions, India won the toss and elected to bat. Disaster struck as the top order started a procession back to the dressing room as Sunil Gavaskar (0), Kris Srikkanth (0), Mohinder Amarnath (5) and Sandeep Patil (1) leaving India at a precarious 9/4 that turned to 17/5 when Yashpal Sharma (9) was dismissed. Batting with the lower order batsmen, Kapil Dev stabilized the side with a 60-run partnership with Roger Binny (22 runs) and a 62-run partnership with Madan Lal. When Syed Kirmani walked in at 140/8, Kapil Dev had scored his half-century and went on to score his century off just 72 balls – establishing the then record for fastest ODI century. Together with Kirmani (22 runs), Kapil put on an unbeaten 126 runs for the 9th wicket – a current world record. Kapil Dev finished not out with 175 runs off 138 balls, an innings that included 16 boundaries and 6 sixes. The innings figures in the Top 10 ODI Batting Performances compiled by Wisden in February 2002 at No. 4. India won the match by 31 runs. After a win against Australia, India entered the semi-finals.
Kapil Dev helped curtail the lower-order after England lost regular wickets to Roger Binny and Mohinder Amarnath. Kapil took 3 wickets as India limited England to 213 and the middle order of Mohinder Amarnath (46 runs), Yashpal Sharma (61), Sandeep Patil (51*) ensured victory and entry into the finals to take on the mighty West Indies cricket team who were looking for a hat-trick of World Cup titles. West Indies restricted India for 183 runs, with only Kris Srikkanth (38 runs) providing some scoring relief. Despite losing Gordon Greenidge, West Indies steadied their innings to 57/2 on the back of quick scoring by Viv Richards and looked comfortable. Richards played one too many aggressive shots when he skied a pull shot from Madan Lal that Kapil caught at deep square leg after running for over 20 yards. The catch is attributed as the turning point in the 1983 WC Final and is regarded as one of the finest in ODI Cricket. West Indies collapsed from 50/1 to 76/6 and finally were bowled out for 140 with Kapil picking up the wicket of Andy Roberts. Kapil Dev had upset Clive Lloyd’s West Indies to win their maiden and to-date only World Cup and he led from the front with 303 runs (Average: 60.6), 12 wickets (Average: 20.41) and 7 catches in 8 matches – a truly all-round performance.

Post World Cup
After the World Cup, India hosted the West Indies cricket team and felt their fury as the West Indies won the Test series 3-0 and the ODI Series 6-0. Kapil Dev achieved his best test bowling performance in a loss at Motera Stadium, Ahmedabad with a return of 9/83. His bowling performance in the test and ODI series was let down by his poor batting performance. The selectors ended the reign of Kapil Dev and reappointed Sunil Gavaskar as captain.
Difficult Captaincy
Kapil lost the captaincy in early 1984 to Sunil Gavaskar. He regained it in March 1985 and guided India on a Test series win over England on their tour in 1986. This period saw one of the most famous matches played during his reign, the second Tied Test in which he was named joint-man of the match with Dean Jones.
Kapil was retained as India’s captain for the 1987 Cricket World Cup. In their first match of the World Cup, Australia scored 268 against India. However, after the close of innings, Kapil Dev agreed with the umpires that the score should be increased to 270 as one boundary during the innings had been mistakenly signalled as a four and not a six. In their reply, India scored 269 falling short of Australia’s score by one run. In the Wisden Cricketer’s Almanack, it was reported that “Kapil Dev’s sportsmanship proved the deciding factor in a close-run match”.
India went on to reach the semi-final of the 1987 World Cup, where they lost to England. Kapil faced the blame for India’s defeat as he holed out to deep mid-wicket triggering a collapse that led to the unexpected loss. He did not captain India again.
The captaincy period was on the whole a difficult one for him as it was mired with reports of differences with Gavaskar, as well as his own inconsistent form as a bowler. However, both men have since insisted that these reports were exaggarated.
Bowling Style
By the end of 1983,Kapil already had about 250 Test wickets in just five years and looked well on his way to becoming one of the most prolific wicket-takers ever. However, following knee surgery in 1984, his bowling declined as he lost some of his majestic jump at the crease. Despite this setback, he has never missed playing a single test or one-day game on fitness grounds (save for his disciplinary ouster in the 3rd test at Calcutta during the 1984/85 series against England). He continued to be effective, if not devastating, for another ten years and became the second bowler ever to take 400 wickets in Test cricket in 1991-92 when he took Mark Taylor’s wicket in a home series versus Australia.

India’s National Cricket Coach
Kapil Dev was appointed coach of the Indian national cricket team in 1999 succeeding Anshuman Gaekwad. In his term, India won just one test match (at home against New Zealand) and had two major series losses in Australia (3-0) and at home against South Africa (2-0) and in general considered a disappointment. At the height of the match fixing allegation by Manoj Prabhakar — a charge that was dismissed later, Kapil Dev resigned from his position as national coach. Stung by the betting controversy, he announced farewell to the game stating that “I bid adieu to the game that gave me so much and then took a great deal of it away on the mere hearsay of a third party”.
For more information refer the post:
Return to Cricket
After a period of silence and away from the public eye, Kapil Dev returned to cricket when Wisden announced Kapil Dev as one of the sixteen finalists for the Wisden Indian Cricketer of the Century award in July 2002. Kapil Dev piped long time team-mate Gavaskar and crowd favourite Tendulkar to win the award and claimed the award as “my finest hour”.
Kapil Dev slowly returned to cricket as a bowling consultant and was the bowling coach in the preparatory camp prior to India’s tour of Pakistan in March 2004. In October 2006, Kapil Dev was nominated as the chairman of National Cricket Academy for a 2 year period.
In May 2007, Kapil Dev joined the upstart Indian Cricket League (ICL) floated by Zee TV as the chairman of executive board and defended his decision as complimenting BCCI’s structure rather than opposing it – “We are not looking to create a rival team but helping the Indian board to find more talent”. In June 2007, BCCI responded by revoking the pension for all players who have joined ICL, including Kapil. On 21 August 2007, Kapil Dev was removed from the chairmanship of the National Cricket Academy, a day after he addressed a formal press conference of the new Indian Cricket League.
Joining Territorial Army
On September 24, 2008 Kapil Dev joined the Indian Territorial Army and was commissioned as a Lieutenant Colonel by General Deepak Kapoor, Chief of the Army Staff. Kapil Dev is now a Lieutenant Colonel.

Test Cricket
In early 1994, he became the highest Test wicket-taker in the world, breaking the record held by Sir Richard Hadlee. Kapil’s record was broken by Courtney Walsh in 1999.
Kapil is the only player to have achieved the all-rounder’s double of 4,000 Test runs and 400 Test wickets.
ODI Cricket
In 1988, Kapil overtook Joel Garner to become the highest wicket-taker in ODI cricket. His final career tally of 253 wickets remained a record until it was broken by Wasim Akram in 1994.
According to the ICC cricket ratings for all-rounders in ODI cricket, Kapil’s peak rating of 631 is the highest rating ever achieved. He reached this mark on 22 March 1985 after a World Series final against Pakistan in Australia.


He was awarded the Arjuna Award in 1980.
He was awarded the Padma Shri in 1982 one of India’s highest awards.
He was awarded the Wisden Cricketer of the year in 1983.
He was awarded the Padma Bhushan in 1991.
He was awarded the Wisden Indian Cricketer of the Century in 2002.
4 Man of the Series Awards in Test Cricket. 
8 Man of the Series Award in ODI Cricket.
2 Man of the Match Awards in Test Cricket.  
11 Man of the Match Awards in ODI Cricket.


After retirment from cricket in 1994, Kapil Dev took up golf.
Kapil Dev was the only Asian founding member of Laureus Foundation in 2000. Ian Botham and Viv Richards were the other two cricketers on the founding member council of 40. Steve Waugh was added to the Academy members in 2006 when it was expanded from 40 to 42.
In 2005, Kapil Dev picked up 5% stake in Zicom Electronics.
Kapil Dev has written three autobiographical works. By God’s Decree came out in 1985 and Cricket my style in 1987. He released his most recent autobiography, titled Straight from the Heart in 2004.
Kapil Dev owns the Kapil’s Eleven (2006) restaurants in Chandigarh and Patna. He also owns the Kaptain’s Retreat Hotel(1983; renovated and reopened in 2002) in Chandigarh.
Kapil Dev established a company Dev Musco Lighting Pvt Limited in partnership with Musco Lighting to install floodlights in major stadiums and sports venues in India. FLoodlight projects include PCA Stadium, GCA Stadium, Brabourne Stadium, Barabati Stadium, Sector 16 Stadium.
Kapil Dev made a cameo appearance in the film Iqbal, Chain Khuli ki Main Khuli and Mujhse Shadi Karogi.







In Scrum, an impediment is anything that keeps a team from being productive. An impediment can literally be anything, from a team member who is slacking to a freezing team room. But if it’s blocking the team from performing to the best of its abilities, it’s an impediment.

To help maximize efficiency, the role of the ScrumMaster is completely dedicated to resolving impediments. The ScrumMaster works in various capacities, including helping the Product Owner prepare the backlog and ensuring that important Scrum artifacts are visible, but the ScrumMaster’s primary responsibility is to eliminate impediments and facilitate a team’s optimum performance. In this arrangement, it is the team’s responsibility to communicate what impediments are holding them back. This communication occurs each day in the daily Scrum, when team members report on what they’ve accomplished in the past 24 hours, what they plan to accomplish in the next 24 hours, and what impediments obstruct them. Scrum systematizes feedback to ensure that a ScrumMaster always knows exactly what challenges are keeping the team from success and can work to remove them.

It’s also possible for impediments to apply to an organization, particularly in regard to Scrum. Just like a broken keyboard, for instance, would prevent a team member from writing code, an organizational “culture clash” obstructs a smooth Scrum adoption. In scenarios like this, a company needs an advocate inside the company to help management recognize the benefits of Scrum. Basically, such an advocate would be acting like a ScrumMaster, removing barriers before a single Scrum team has been created. Still, even an organizational Scrum advocate does not ensure that Scrum will stick. But, like the ScrumMaster who works closely with a team to eliminate barriers, an internal Scrum advocate helps enact positive change and contributes toward a successful Scrum adoption.


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KAPIL DEV – The Coach

Posted: December 19, 2008 by Shishir Gupta in Cricket
Tags: , , , ,

kapil_4Kapil Dev was appointed the Indian national cricket coach in September 1999 following the appointment of Sachin Tendulkar as captain of the Indian team in August 1999. As a player, Kapil Dev captained the team to their maiden and to date, only Cricket World Cup victory in 1983. When he retired in 1994, he was the most capped Indian Test player, the holder of record for the highest number of Test wickets (434) and had earlier held the record for the highest number of wickets in ODIs as well. Due to his credentials as player and captain, he was appointed as the coach ahead of teammate Kris Srikkanth. The team saw success in his first series at home against New Zealand but saw whitewash in the subsequent test series against host tour of Australia and visitors South Africa, India’s first home series loss in 12 years. India’s 3–2 win in the subsequent ODI series under new captain Sourav Ganguly will forever be remembered for the claims of match-fixing against South Africa’s captain Hansie Cronje.

As the match-fixing scandal took centerstage, former player Manoj Prabhakar accused Kapil Dev of trying to bribe him in 1994 during a tournament in Sri Lanka. Under severe pressure from politicians and fans, Kapil Dev resigned as coach in September 2000, after having spent less than one year as the team coach. The reports of CBI (India’s premier investigating agency) and K. Madhavan (appointed by BCCI to investigate match-fixing allegations) in November 2000 exonerated Kapil Dev of any involvement in match-fixing. India’s performance in the coaching stint of Kapil Dev was below-par, winning just one test match (out of 8 played) and 9 ODIs (out of 25 played).

New Zealand tour of India
Kapil Dev was appointed coach of the Indian national cricket team in 1999 succeeding Anshuman Gaekwad. His appointment coincided with the second term of captaincy for Tendulkar. Kapil’s first international competition as India’s coach started badly with the team bowled out for 83 all out against the visiting New Zealand team in Mohali. Due to an inspired bowling display by Javagal Srinath, the lead was restricted to 132 runs after New Zealand were dismissed for 215. India’s batsmen bounced back in the second innings with a total of 505 with all the top five batsmen passing fifty and Rahul Dravid and Tendulkar scoring centuries. Anil Kumble’s ten-wicket match haul at Lucknow enabled India to win the second test match. The Third Test ended in a draw, with Tendulkar recording his first double-century in Test Cricket. In the ensuing ODI Series, India won 3–2 and the highlight for Indian team was a world record ODI partnership of 331 runs between Dravid and Tendulkar in the 2nd match at Hyderabad. Tendulkar’s 186* in the match is also the highest score by an Indian batsman recorded in ODIs. The series against New Zealand would be Kapil’s most successful series as national coach.

The Match Against Kenya in WC 99. The scored a Pantnership of 331 Runs Against NZ in same same year later.

The Match Against Kenya in WC 99. The scored a Pantnership of 331 Runs Against NZ in same same year later.

Indian tour of Australia
India followed the NZ tour with a trip to Australia. India lost the Test series 3–0 and the margin of defeat was heavy in each of these matches — 285 runs, 180 runs, innings and 141 runs. The highlight of the Test series came in the final Test when V. V. S. Laxman scored 167 at a run a ball in fading light at the Sydney Cricket Ground and came for much praise from the media. India’s ODI series performance matched the Test series in failure as India managed to win just one match against Pakistan and Kapil had to come out in defense of his team.laxman
South Africa tour of India
India had not lost a home test series since 1987 (against Pakistan) and when South Africa toured India in February – March 2000, that streak was ended as India lost the home series 2–0. However events outside the field overshadowed the cricket: Before start of the series, Tendulkar announced his decision to relinquish the captaincy after the Test matches, Azharuddin and Mongia were recalled to the team, controversy arose over Azharuddin’s injury leading to his exclusion from the First Test. Ganguly was made the captain of the Indian team for the one-day series. Talks in the media about no way but ‘UP’ were not unfounded when India took a 2–0 lead in the ODI Series and finishing the series at 3–2, after South Africa won the last two matches. It was learnt later that South Africa’s captain Cronje was involved in betting and there were attempts to buy-off South African players by Cronje and bookmakers. At the end of the series, the media felt that Ganguly’s attitude and captaincy was heartening. In March 2000, India participated in a triangular series with South Africa and Pakistan. India won only one of their four matches and missed the finals.


Manoj Prabhakar showing video evidence collected on match-fixing allegations. The evidence was dismissed by both investigations.

Manoj Prabhakar showing video evidence collected on match-fixing allegations. The evidence was dismissed by both investigations.

As the 1999/00 cricket season was winding down, the Delhi Police shocked the cricket world when they announced that Cronje was involved in a “Cricket Match-fixing and Betting Racket”. The UCBSA released terse statements denying the allegations triggering a diplomatic row. When Delhi Police began mounting evidence, Cronje admitted to accepting money for throwing away games in a phone call with UCBSA’s chief Ali Bacher. Cronje was sacked and replaced by Shaun Pollock.
Manoj Prabhakar’s allegations

Former Indian player Prabhakaralso publicly claimed that Kapil wanted to throw away a match against Pakistan. Prabhakar’s allegations against an unknown team member was not new as he made these allegations to a magazine The Outlook in 1997 based on which BCCI instituted the Chandrachud Inquiry, a one man commission headed by retired Chief Justice of India Yeshwant Vishnu Chandrachud. Prabhakar did not reveal names or provide evidence of his charges (match fixing and phone tapping allegation on then cricket manager Ajit Wadekar). When the match fixing controversy resurfaced in 2000, BCCI released the Chandrachud Report to the media. The reaction of the Indian public resulted in PILs and International Cricket Council and the BCCI were called to respond in the Delhi and Calcutta High Courts. In response to the crisis, the Indian government initiated a CBI inquiry on 28 April 2000. Former BCCI President Inderjit Singh Bindra revealed on 4 May 2000 that Prabhakar told him that Kapil asked him to throw away the match. During the ensuing exchanges between various parties, Kapil Dev broke down in an interview on BBC’s Hard Talk with Karan Thapar.
Kapil’s resignation
The CBI report that exonerated Kapil Dev of match-fixing allegations.

The CBI report that exonerated Kapil Dev of match-fixing allegations.

Kapil was initially not allowed to resign or take leave of absencethrough these times by BCCI from his coaching responsibilities. As the weeks progressed and as public discontent mounting on inaction in the match-fixing scandal and in no small measure the pressure from the then Union Sport Minister Shukdev Singh Dhindsa, Kapil Dev resigned from his position of Indian Cricket Coach on 12 September 2000 vowing farewell to the game of cricket.
Clearing of match-fixing charges
After extensive investiagation and interviews, the CBI submitted its report to Union Sports Minister on 1 November 2000. The report found that there was “no credible evidence” against Kapil. The BCCI’s anti-corruption officer K Madhavan (former Joint Director of CBI) submitted his report on 28 November 2000 in which he elaborated on players who were found to have links with the match-fixing syndicate. Madhavan concluded that Kapil did not attempt to bribe Prabhakar and none of the players corroborated with Prabhakar’s version of the events.

Kapil’s term as Indian cricket team’s national coach was not considered a success due to poor on-field performances. During Kapil’s reign as National Coach, India performed badly in away matches and managed just 3 victories in 15 games (20%) in ODI Tournaments. In Test cricket, India lost its first home series in 13 years and managed just 1 victory in 3 Test series.
Indian Performance with Kapil Dev as Coach
Matches             Total Won Lost Draw/Tie  % Win
Test Cricket            8        1      5          2          12.5%
ODI matches         25        9     16         0             44%




karan_grover2Karan Singh Grover (born 23 February 1982) is an Indian television actor and model. He began his television career in Ekta Kapoor’s Kitni Mast Hai Zindagi on MTV India. He is currently playing Dr. Armaan Mallik in the superhit show Dill Mill Gaye on STAR One . He has also acted in serials like Kasautii Zindagii Kay on Star Plus and Solhah Singaarr. He is listed no.1 among the top 10 of the most handsome men of Tellywoood.

67Full Name : Karan Singh Grover 
Born: 23 February 1982 (1982-02-23) (age 26) , Delhi,  India
Occupation :  Model, Actor  
Residence : Mumbai, India
Also Famous As (Other names) : Mr. Cool, Armaan , Dr. Arman Mallik
Years active : 2004 – present
Spouse(s) : Shraddha Nigam (2007 – present)

His roots date back to Ambala, where his father was born. He was born in Delhi and shifted to Al Khobar in the Eastern Province of Saudi Arabia with his family. He spent his childhood in Saudi Arabia and completed his schooling from International Indian School. He came to India in 2000 to pursue a degreee in Hotel Management from ‘Dadar Catering College’, Mumbai, after completing it he worked with Sheraton Oman in Muscat for a while, where his family had migrated before starting his acting career in Mumbai. He believes in numerology and so added ‘Grover’ to his name.


He started his career with TV serials like Kasautii Zindagii Kay on STAR Plus, Solhah Singaar on Sahara One, and C.I.D. on Sony Entertainment Television, before doing the role of Dr. Armaan Mallik in Dill Mill Gaye on STAR One, which made him an instant star. He was a host on the STAR One reality television series Zara Nachke Dikha, along with Shweta Gulati who now also stars in Dill Mill Gayye as Dr Nikita. He was going to participate in Nach Baliye 4 but due to problems with his previous commitments and various dates problems, Shradda and he are no longer a part of Nach Baliye 4. It was revealed that he couldn’t do it because he was filming for his debut film. He has acted in movies such as Bhram with Dino Morea and Chetan Hansraj.


He very recently married TV actress Shraddha Nigam. The wedding took place in Goa on December 2nd, 2008. It was a private ceremony with only both of their parents present. The news was confirmed on 6th December,2008 by Shraddha Nigam. He also revealed his younger brother is a singer .He did his schooling from International Indian School of Dammam . He believes in numerology and thus added Grover at the back of his name. He was previously dating actress Barkha Bisht. He has a cousin-brother acting in the new Star One television serial, Miley Jab Hum Tum, whose name is Jas Karan Singh.



  • Kitni Mast Hai Zindagi as Arnav Deol
  • Princess Dollie Aur Uska Magic Bag as Ali Baba
  • Kasautii Zindagii Kay as Sharad Gupta
  • C.I.D as Rahul
  • Solhah Singaarr as Abhimanyu
  • Parrivaar as Adiraj Shergill
  • Dill Mill Gayye as Dr.Armaan Malik
  • Zara Nach Ke Dikha – Anchor


  • Bhram
  • I am 24


  • Won the ‘Most Popular Model’ Award – Gladrags Manhunt Contest 2004
  • The ‘Most Promising Actor’ Award Presented by The Kalakar Awards Foundation





In Scrum, the product backlog is the single most important artifact. The product backlog is, in essence, an incredibly detailed analysis document, which outlines every requirement for a system, project, or product. In simpler terms, it could be described as a comprehensive to-do list, expressed in priority order based on the business value each piece of work will generate. Philosophically, the scrum backlog is the engine of the business, it breaks the big-picture story down into manageable increments of work called Product Backlog Items (PBIs).

When the sprint planning meeting occurs, the Scrum team converses with the Product Owner to determine what work they will tackle in the impending iteration. At this time, the Product Owner imports PBIs from the into the sprint backlog.

Now, you may be wondering what a backlog looks like. The answer to that rests on whether a Scrum team uses manual agile or an agile tool to track progress. With manual agile, a team would create a physical manifestation of the backlog, using a dry erase board, Post It notes, or a taskboard. This is ideal for teams that work in closely proximity, whether the same office or room. In this setting, every team member has easy access to the product backlog, the sprint backlog, and the status of its stories, they can simply get up from their desks and walk over to them.

When Scrum teams are not collocated, however, they often require a tool to help them all stay on the same page. There are numerous tools designed to bring geographically distributed teams together using a virtual taskboard. Danube publishes ScrumWorks® Pro, a Scrum management tool that gives users a Web-based task management interface that mimics the look and feel of a physical taskboard. The tool also offers more detailed views of the product and sprint backlogs, organized in adjacent panes and easily modified with drag-and-drop prioritization.

Although it is the team’s responsibility for completing the work, the Product Owner is the only one who can prioritize work in the scrum backlog or, after negotiating with the team, add work to the sprint backlog.




In the Scrum method of agile software development, work is confined to a regular, repeatable work cycle, known as a sprint or iteration. In by-the-book Scrum, a sprint is 30 days long, but many teams prefer shorter sprints, such as one-week, two-week, or three-week sprints. But how long each sprint lasts is something for the team to decide, who must weigh the advantages or disadvantages of a longer or shorter sprint for their specific development environment. The important thing is that a sprint is a consistent duration.

During each sprint, a team creates a shippable product, no matter how basic that product is. Working within the boundaries of such an accelerated timeframe, the team would only be able to build the most essential functionality. However, placing an emphasis on working code motivates the Product Owner to prioritize a release’s most essential features, encourages developers to focus on short-term goals, and gives customers a tangible, empirically based view of progress. Because a release requires many sprints for satisfactory completion, each iteration of work builds on the previous. This is why Scrum is described as “iterative” and “incremental.”

Every sprint begins with the sprint planning meeting, in which the Product Owner and the team discuss which stories will be moved from the product backlog into the sprint backlog. It is the responsibility of the Product Owner to determine what work the team will do, while the team retains the autonomy to decide how the work gets done. Once the team commits to the work, the Product Owner cannot add more work, alter course mid-sprint, or micromanage.

During the sprint, teams check in at the daily Scrum meeting, also called the daily standup. This time-boxed meeting gives teams a chance to update project status, discuss solutions to challenges, and broadcast progress to the Product Owner (who may only observe or answer the team’s questions).

Just as every sprint begins with the sprint planning meeting, the sprint concludes with the sprint review meeting, in which the team presents its work to the Product Owner. During this meeting, the Product Owner determines if the team’s work has met its acceptance criteria. If a single criterion is not met, the work is rejected as incomplete. If it satisfies the established criteria, then the team is awarded the full number of points.

Because certain sprints are hugely successful and others less than ideal, a team also gathers at the end of each sprint to share what worked, what didn’t, and how processes could be improved. This meeting is called the sprint retrospective meeting.


The original post is at :

There are three fundamental roles in the Scrum method of agile software development: the Product Owner, the ScrumMaster, and the Team. In my last two articles, I discussed the roles and responsibilities of the Product Owner and the ScrumMaster. Now I’ll discuss the team and its function in Scrum.

In Scrum, an ideal team would include seven members, plus or minus two. Usually, teams are comprised of cross-functional members, including software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc. It is recommended all team members be located in the same room, called the team room.

While the development team must complete the work negotiated in the Sprint Planning Meeting, the team has some say in the amount of work it takes on. The Product Owner will expect the team to take on as many story points of work as possible, within reason. (The team would reference its established velocity for previous sprints to negotiate how many story points would be reasonable.) The value of this process of negotiation is two fold. It protects the development team from becoming swamped with an unrealistic workload. It also manages the expectations of the Product Owner, who in turn, can do the same for customers.

Similarly, the team has the autonomy to determine how and when to complete its work. As long as the team finishes its work by the deadline and under budget, it is entirely up to the team to determine how that happens. Theoretically, the team could crank out all of its work in the first half of the sprint and spend the second half lounging at the beach, as long as the work satisfies the corresponding acceptance criteria. Granted, a team typically needs the entire sprint to complete its work. Actually, it’s not unusual for teams to discover within the first few days of a sprint, as analysis becomes less fuzzy, that it has more work to do than it realized at the sprint planning meeting. Furthermore, Scrum does not award partial credit. Even if 99 percent of a project is “done,” it will be rejected if it does not meet all the established acceptance criteria. A project’s finishing touches are often the most time-consuming and labor-intensive.


The original post is at :

There are three fundamental roles in the Scrum method of agile software development: the Product Owner, the ScrumMaster, and the Team. The second role I’d like to examine is the ScrumMaster, who serves as a facilitator for both the Product Owner and the team. He or she has no management authority and may never commit to work on behalf of the team.

In Scrum, the ScrumMaster is an arduous role and demands a distinct personality type to succeed. The best ScrumMasters are real team players, who receive as much satisfaction from facilitating others’ success as their own. They must also be comfortable surrendering control to the Product Owner and team. For those two reasons, traditional project managers don’t usually make great ScrumMasters.

So, specifically what does a ScrumMaster do? First and foremost, the ScrumMaster remove any impediments that obstruct a team’s pursuit of its sprint goals. In other words, the ScrumMaster does everything he or she can to facilitate productivity. When a developer’s computer dies, it’s the ScrumMaster’s job to get it back up and running or get another one. If developers are complaining about the high temperature in the team room, the ScrumMaster must find a way to cool it down. It might be easy to summarize a ScrumMaster’s work in a sentence or two, but scenarios he or she could face are truly infinite.

But a ScrumMaster’s work doesn’t solely address the needs of the team, he or she is also responsible for helping the Product Owner maximize productivity. Facilitating productivity for the Product Owner might include helping maintain the backlog and release plan or radiating Scrum artifacts to ensure the Product Owner is informed about the team’s successes.


The original post is at :

There are three fundamental roles in the Scrum method of agile software development: the Product Owner, the ScrumMaster, and the Team. I’ll begin by discussing the Product Owner because it is the most demanding of the roles.

In Scrum, the Product Owner is the one person responsible for a project’s success. The Product Owner leads the development effort by conveying his or her vision to the team, outlining work in the scrum backlog, and prioritizing it based on business value. Of course, he or she must also consider the stakeholders (to make sure their interests are included in the release) and the team (to make sure the release is developed by the deadline and within budget). As such, the Product Owner must be available to the team to answer questions and deliver direction.

But this combination of authority and availability to the development team makes it hard for the Scrum Product Owner not to micro-manage. Scrum values self-organization and as a result, the Product Owner must respect the team’s ability to create its own plan of action. This means that a Product Owner is forbidden to give the team more work in the middle of the sprint. Even if requirements change or a rival organization unveils a new product that renders the team’s work all for naught, the Scrum Product Owner cannot alter the sprint until the next sprint planning meeting.

Furthermore, it is the Product Owner’s responsibility to consider which activities will produce the most business value. This means making tough decisions—that the team might not appreciate—during sprint planning. However, the Product Owner is the one person who must face the music if the project crashes and burns. Therefore, he or she must aggressively determine which features of a product are most important, when they are developed, etc. Just as the development team must produce the negotiated work for the Product Owner, the Product Owner must deliver the product to the customer.




1. Verify that you can add the Web Part properly to a Web Part zone.
Adding a Web Part to a Web Part zone is the most common user task. Therefore, it is essential that the Web Part works correctly to create a good user experience.

To Test

  • Create a new Web Part Page.
  • Click Modify Shared Page, click Add Web Parts and then click Import.
  • Import the .dwp file for your Web Part.
  • Add the Web Part to a Web Part zone.

2. Verify that static Web Parts render appropriately and do not cause the Web Part Page to fail.
Web Parts that are placed outside of a Web Part zone, or static Web Parts, are contained in .aspx pages, but not in the Web Part zone. Because the static Web Part is a Web form control, ASP.NET renders the Web Part. You cannot save changes in either shared or personal view.

To Test

  • Open FrontPage.
  • Create a new blank page.
  • In Design view, on the Data menu, click Insert Web Part.
  • From the Web Part Gallery that appears in the task pane, drag a Web Part onto the page.
  • Save the page as an .aspx page.
  • View the page in the browser.
    Note : Make sure that your Web Part is within the <form runat=”server”> tags.
  • Verify that the part renders correctly (for example, you should not be able to save changes in a static Web Part).

3. Verify that the Web Part works correctly regardless of where the Web Part Page is located.
You can add Web Parts to Web Part Pages that are contained in a document library as well as Web Part Pages that are contained in the top-level Web site. They should work correctly in either location.

To Test

  • Create a Web Part Page in a document library.
  • Browse to the portal site.
  • On the Create menu, click Web Part Page.
  • In the New Web Part Page creation form, Save Location lists the document libraries in which the Web Part can be saved. Select a document library, and then click Create.
  • Import your Web Part from the gallery.
  • Create a Web Part Page in the top-level Web site.
  • Open a SharePoint site in FrontPage.
  • On the File menu, click New.
  • In the New Page section of the task pane, click More page templates, and on the Web Part Pages tab, select a template.
  • Click on a zone to bring up the gallery (or on the Data menu, click Insert Web Part), and then import your Web Part into a zone.
  • Save the Web Part Page in the top-level Web site, for example, at the same location where the default.aspx is located.

4.  Verify that property attributes are correctly defined.
You can specify Web Part properties in two ways: as an XML BLOB contained within the Web Part, or as an attribute within the Web Part.
Because of how the Web Part infrastructure handles property values, i recommend that you define properties as simple types rather than as complex types so that they work properly if specified as attributes of the Web Part.

To Test

  • Create a static Web Part in FrontPage and, in Code view, try setting every property the Web Part has as an attribute.
  • Browse to the page and see if the page fails or if the property was ignored.

5. Verify that Web Part changes made in personal view are not reflected in shared view.
Changes made in shared view are seen by all users. Changes made in personal view should only be seen by the person that made them.

To Test

  • Add the Web Part in shared view.
  • Edit the properties in shared view.
  • Change to personal view.
  • Edit the property in personal view.
  • Change back to shared view, and then make sure the Web Part does not use any of the values changed while in personal view.

6. Verify that every public property can handle bad input.
As for any ASP.NET control or application, you should validate all user input before performing operations with it. This validation can help to protect against not only accidental misuse, but also deliberate attacks such as SQL injection, cross-site scripting, buffer overflow, and so on.

To Test

  • Verify that the Web Part can detect invalid input for properties and that it informs the end user that bad data was entered.
  • Verify that the property is not used outside of its intended purpose. For example, if a Web Part is intended to allow users to link URLs, limit the protocol usage to HTTP instead of allowing any protocol to be saved (for example, javascript://).
  • Verify that the Web Part HTML encodes the property value when rendering user input to the client.
  • Check all the ways in which property values can be changed. For example, the following :
  • Modifying the .dwp file in a text editor.
  • Modifying properties in the tool pane.
  • Modifying properties in Code view in FrontPage.
  • Using the Web Part Page Services Component (WPSC), which is a client-side object model that provides a way to set properties and persist them from the client browser.

7. Verify that the Web Part handles all of its exceptions.
A Web Part should handle all exceptions rather than risk the possibility of causing the Web Part Page to stop responding.

To Test

  • Enter error and boundary cases for Web Part properties to verify that the Web Part never breaks the page by not catching one of its own exceptions.

8. Verify that the Web Part renders correctly in Microsoft Office FrontPage.
If your organization is using FrontPage to customize SharePoint sites, verify that the Web Part renders properly within FrontPage. To accomplish this, the Web Part developer must implement the IDesignTimeHtmlProvider interface.

To Test

  • Open up a Web Part Page that contains the Web Part in Design view in FrontPage. Verify that the Web Part renders correctly and you do not see the message “There is no preview available for this part.”

9. Verify that Web Part properties displayed in the tool pane are user-friendly.
Because the tool pane is where users modify Web Part properties, it is important that users can work with Web Part properties easily in it.

To Test

  • Add the Web Part to a Web Part Page. Click Modify Shared Page, click Modify Shared Web Parts, and then select your Web Part. The tool pane should appear and display the Web Part properties.
  • Verify that the Friendly Name is easy to understand, for example, a property named MyText should be My Text (notice the space between the two words).
  • Make sure the Description (the ToolTip that appears) helps the user understand how and why to set the property.
  • Verify that the Category name makes sense. (Miscellaneous is used when no category is specified for the property, but it is not especially helpful to the user.)
  • Verify that the order of the properties makes sense.
  • If appropriate, check that these properties are localized using the following method : After installing the SharePoint language packs, create a new subsite and select a different language. Add the Web Part to a Web Part Page in the new subsite and verify that Friendly Name, Description, and Category are localized in the tool pane.

10. Verify that the Web Part appears appropriately in the search results.
Because Web Part galleries can contain numerous custom Web Parts, the search capability helps users quickly find the Web Parts they want.
The Web Part infrastructure uses the Title and Description properties of the Web Part to build the result set, so comprehensive information in these fields results in easily searchable Web Parts.

To Test

  • Add the Web Part to the Site Web Part Gallery by navigating to Site Settings, clicking Go to Site Administration, clicking Manage Web Part Gallery, and then clicking New Web Part.
  • Choose the Web Part you’re testing, and then click Populate Gallery.
  • Browse to a Web Part Page, and then click Modify Shared Page, click Add Web Parts, and then click Search. Enter the appropriate search text and click Go. The Web Part should appear as one of the top choices.

11. Verify that you can import and export the Web Part properly.
By default, whenever you export a Web Part, each Web Part property is included in the .dwp file. However, because properties can contain sensitive information, for example, a date of birth, you can identify a property as controlled, allowing you or the user to exclude the value if the Web Part is exported. Only properties that are exported when the user is in personal view can be controlled, in shared view all property values are exported.

To Test

  • Add a Web Part from the gallery into a Web Part Page and set the Web Part’s properties.
  • On the Web Part chrome drop-down menu, click Export to export the Web Part.
  • Save the .dwp generated onto your local computer, and re-import the Web Part by clicking Modify Shared Page, clicking Add Web Parts, and then clicking Import.
  • Browse to the .dwp file, click Upload, and then click Import.
  • Make sure that the properties that were exported are correctly imported.
  • Verify that any property that would not make sense to export (for example, a Social Security number) has the ExportControlledProperties attribute set. (The Allow Export Sensitive Properties check box in the tool pane should be cleared.)

12. Verify that the Web Part previews properly.
It is important to create previews for Web Parts so that administrators are able to review the parts included in the Web Part gallery.

To Test

  • Go to Site Settings, click Go to Site Administration, click Manage Web Part Gallery and then click the Web Part. The preview should render.
  • Verify that there are no script errors.
  • Verify that the preview appears correctly.

13. Verify that the Web Part can access its resources in different setup configurations.
Web Part resources cannot be part of the DLL because they must be URL-accessible. Examples of these resources are images, .js files, or .aspx pages.

To Test

  • Note : Because a Web Part assembly can be installed in either the bin directory (<%SystemDrive%>\Inetpub\wwwroot\bin), or the global assembly cache, you must go through each of these test steps with the Web Part installed in the bin and again with the Web Part installed in the global assembly cache.
  • Add the Web Part to your page in all the following scenarios and make sure that it can correctly access its resources, for example the following :
  • Add the Web Part to the top-level Web site.
  • Add the Web Part to a subsite with unique permissions, in which the user only has rights in the subsite.
  • Add the Web Part to a Web Part Page inside a folder in a document library.
  • Add a Web Part to a site with Self-Service Site Creation enabled on the virtual server.
  • Add a Web Part to a site with Host Header mode enabled.
  • Add the Web part to a site where the top-level Web site is not a SharePoint site, for example, http://servername/customURL.
  • Add to the Web Part to Web Part Pages that are in different subsite languages.

14. Verify that Web Part properties are not dependent on each other.
Because you cannot guarantee the order that properties are set in the tool pane, you should avoid writing Web Part properties that are dependent on each other.

To Test

  • Test different values for properties in the tool pane.
    Note : If a property is not visible in the UI, or is disabled, you can open the Web Part Page in FrontPage, switch to Code view, and then set the properties by editing the XML. Export the Web Part, save the .dwp file and then modify the .dwp file.
  • Import the .dwp file back into the page and check the property values.

15. Verify that Web Parts work correctly with different combinations of Web Part zone settings.
Web Part zones have properties that control whether a user can persist changes. If a user attempts to save changes to a Web Part without the correct permissions, a broken page can result.
The following Web Part zone properties affect Web Parts in the zone:

  • AllowCustomization : If false, and a user is viewing the page in shared view, the Web Part cannot persist any changes to the database.
  • AllowPersonalization : If false, and a user is viewing the page in personal view, the Web Part cannot persist any changes to the database.
  • LockLayout : If true, changes to the AllowRemove, AllowZoneChange, Height, IsIncluded, IsVisible, PartOrder, Width, and ZoneID properties are not persisted to the database regardless of view.

To Test

  • Create a page in the browser, and then add your Web Part into several zones, both in shared and personal views.
  • Open FrontPage. Open a Web Part Page on a SharePoint site and, in Design view, double-click a Web Part zone (or right-click over a Web Part zone, and then on the shortcut menu, click Web Part Zone Properties), and then change the zone properties.  Alternatively, you can switch to Code view and type in the attributes for the Web Part zone control.
  • View the page in the browser.
  • Verify that the part does not break the page and functions correctly.
  • Verify that any UI displayed in the Web Part indicates to the user that changes cannot be persisted or that UI is disabled as appropriate for the zone setting.

16. Verify that the Web Part renders appropriately based on user permissions.
Because a Web Part is managed by the user at run time, the Web Part should render with a user interface that is appropriate for each user’s permissions.

To Test

  • Test with different User accounts that have only Reader or Contributor rights.
  • Make sure the UI is suppressed if the end user does not have permissions to perform a certain action. (For example, if a Web Part displays a Save button, it should be disabled or hidden if the user does not have permissions to perform that action.)
  • Turn on anonymous access for the site and browse a Web Part Page that has your Web Part, but make sure the sign-in button is still visible on the page. (When the sign-in button is displayed on the page, the user has not yet been authenticated.)

17. Verify that adding several instances of the same Web Part to a Web Part Page (or in the same Web Part zone) works correctly.
When you want multiple Web Parts to share client-side script, you should place the script in an external file and register the script for the page to improve performance and simplify maintenance.

To Test

  • Add several instances of the Web Part to the page. Be sure to execute any client-side script that is specific to the Web Part.
  • Add several instances of the Web Part to the same Web Part zone. Be sure to execute any client-side script that is specific to the Web Part.

18. Verify that Web Part caching works correctly.
For any operation that works with a large amount of data, use a Web Part cache to store property values and to expedite data retrieval.
Web Part authors can choose to cache data in several ways, but ultimately the administrator decides the type of caching that a Web Part uses.
Following are the three types of cache:

  • None, which disables caching.
  • Database, which uses the content database (and requires all objects to be serialized).
  • CacheObject, which uses the ASP.NET Cache object (the default).

To Test

  • You set the type of cache using the value of the WebPartCache element in the web.config file.
  • In the web.config file, change the <WebPartCache Storage=”CacheObject”> statement to <WebPartCache Storage=”Database”>, and make sure that the Web Part still works correctly.
  • Change the statement to <WebPartCache Storage=”None”>, and then make sure that the Web Part still works correctly.
    Note : By default, exceptions related to caching are not displayed by the Web Part infrastructure. For debugging purposes only, you can make the following changes to your web.config file.
    In the <system.web> tag, locate the <customErrors mode=”On”> tag and change it to <customErrors mode=”Off”> to see the ASP.NET exception when an error occurs instead of being redirected to the error page.
    In the <SharePoint> tag, locate the <SafeMode MaxControls=”50″ CallStack=”false”/> tag and change it to <SafeMode MaxControls=”50″ CallStack=”true”/>. This causes the ASP.NET error message to display with stack trace information.

19. Verify that requests to other HTTP sites or Web services are asynchronous.
For performance reasons, you should use an asynchronous thread for any operation that works with a large amount of data.

To Test

  • Check with the developer to see if she or he is making any calls to Web services or other HTTP sites. Confirm that the calls are asynchronous.
  • Run some performance tests on a page with the Web Part.

Net Applications caused a bit of a stir this week with a report that showed Microsoft’s operating system share had dipped below 90 percent. This played very well where anti-Microsoft sentiment was strongest, not surprisingly.

Net Applications uses software sensors at 40,000 Web sites around the world to measure traffic and come up with its stats. These stats include operating system, browser, IP address, domain host, language, screen resolution, and a referring search engine, according to Vince Vizzaccaro, executive vice president of marketing and strategic alliances for Net Applications.

However, Net Applications noticed something unusual with stats from, which would represent Google (NASDAQ: GOOG) employees, not the public at large that use its search engine. Two-thirds of the visitors from did not hide what operating system they were running, which Net Applications recorded in its survey.

One-third, however, were unrecognized even though Net Applications’ sensors can detect all major operating systems including most flavors of Unix and Linux. Even Microsoft’s new Windows 7, which is deployed internally at Microsoft headquarters, would show up by its identifier string. But the Google operating systems were specifically blocked.

“We have never seen an OS stripped off the user agent string before.” Vizzaccaro told “I believe you have to arrange to have that happen, it’s not something we’ve seen before with a proxy server. All I can tell you is there’s a good percentage of the people at Google showing up [at Web pages] with their OS hidden.”

A proxy server shouldn’t cause such a block because it would block everything, which Net Applications sees all the time. With the one-third obfuscated Google visitors, it was only the OS that was removed. Their browser, for example, was not hidden. And two-thirds of Google systems surfing the Web identified their OS, mostly Linux.

Internal deployment would make sense, as that’s the best way to test an operating system or anything else under development. Microsoft (NASDAQ: MSFT) has Windows 7 deployed over certain parts of its Redmond campus, using its staff as testers by making them work with it daily. The company refers to this as “eating their own dogfood.”

Google’s secret OS?

So what’s Google hiding? When asked, the company sent a statement that it would not comment on rumor and speculation. But some Silicon Valley watchers think they know the long-rumored software-as-a-service-oriented Google OS.

“I think they could be working on an application infrastructure, because an operating system really connotes the stuff that makes the hardware and software talk to each other, and they are not in that business” said Clay Ryder, president of The Sageza Group. “But as an infrastructure for building network apps, I would think Google would be working on something like that” he continued. “They’ve been rolling out more and more freebie apps and I would think they would eventually want to make some money the old fashioned way. It would make a lot of sense that they would want to have a network app infrastructure that they could roll out most anywhere.”

Such an OS would be an expanded version of the Android OS the company recently released for mobile phones, said Rob Enderle, principal analyst for The Enderle Group. “They were clear they were going to go down this direction, with a platform that largely lives off the cloud with Google apps” he told” Look at it as the Android concept expanded to a PC.”

Both felt Google would not take on Microsoft on the operating system level, because its goal was to make that level irrelevant. “I would never expect Google to get into a desktop OS space” said Ryder. “That just doesn’t make sense. But for a network application infrastructure that is not dependent on the hardware but just the usage of a client, that would make more sense.”

Enderle noted this would be the final piece after Google Apps, the Chrome browser and the Toolbar, which combined are the total user experience, all provided by Google. An underlying infrastructure similar to Android to run it all would be the logical conclusion. “If you think about it, if you live off Google tools, the company that provides the experience into everything else would be Google, not Microsoft” he said. “It’s an interesting strategy and I think it could work, but it would be premature to bring that to market because Chrome is not ready.”

Edward Michael Grylls better known as Bear Grylls (born 7 June 1974) is a British adventurer and writer currently best known for his popular television series Born Survivor (Man vs. Wild in the US).

bear gryllsBorn : 7 June 1974  (age 34) Bembridge, Isle of Wight, UK
Residence :  Barge moored by Battersea Bridge on the River Thames 
                      An island on Llŷn Peninsula, North Wales
Occupation : Professional Adventurer, Author, Motivational Speaker, Television Presenter
Spouse(s) :  Shara Cannings Knight
Children:  Jesse and Marmaduke

Grylls was raised in Bembridge on the Isle of Wight. He is the son of the late Conservative party politician Sir Michael Grylls and Sally Grylls, the former Sarah Ford. His maternal grandmother was Patricia Ford, an Ulster Unionist Party MP. He has one sibling, an elder sister, Lara.
Grylls was educated at Ludgrove School, Eton College, and Birkbeck, University of London, where he graduated with a degree, obtained part-time, in Hispanic studies in 2002. He is also a second dan black belt in Shotokan karate. He can speak English, Spanish, and French. Grylls has a strong Christian faith, and described his faith in an interview with Channel 4 as being the ‘backbone’ in his life.
Grylls has been married since 2000, he and his wife Shara Grylls (née Cannings Knight) have two sons, Jesse and Marmaduke. Their third child, a boy, is due in January 2009.

bear grylls


    After leaving school, Grylls went climbing in the Himalayan mountains of Sikkim and West Bengal. He then joined the British Army’s Special Forces reserve, serving for three years as a Specialist Combat Survival Instructor and Patrol Medic with the 21 SAS regiment. His military service ended in 1997 due to a parachuting accident he suffered the previous year during a training exercise in Kenya. His canopy ripped at 1600 feet (500 m), partially opening, causing him to fall and land on his parachute pack on his back, which broke three vertebrae, and left him struggling to feel his legs. Grylls later said of the accident, “I should have cut the main parachute and gone to the reserve but thought there was time to resolve the problem”. Grylls spent the next 18 months in rehabilitation at Headley Court and, with his military service over, directed his efforts into trying to get well enough to fulfill his childhood dream of climbing Mount Everest.
    Grylls has since been awarded the honorary rank of Lieutenant Commander in the UK’s Royal Naval Reserve for services to both charity and human endeavour.
    Outside of TV, Grylls sometimes works as a professional motivational speaker and trainer for City Speakers International. Grylls entered television work with an appearance in an advertisement for Sure deodorant, featuring his ascent of Mount Everest, compared with what really made him sweat (giving a motivational talk to an audience). Grylls has been a guest on many television programs, including Friday Night with Jonathan Ross, The Oprah Winfrey Show, Late Night with Conan O’Brien, The Tonight Show with Jay Leno, Attack of the Show, The Late Show with David Letterman, and Jimmy Kimmel Live!.
    Grylls has hosted and produced four television series of his own, two of which are Escape to the Legion and Man vs. Wild. The final two are the first and second series of Born Survivor: Bear Grylls.
    Grylls also has his own outdoor survival clothing line.

Grylls has a close relationship with several charitable organisations, many of his expeditions and stunts have raised large sums of money for them. Grylls is an ambassador for The Prince’s Trust, an organisation which provides training, financial, and practical support to young people in Britain. He is also vice president for The JoLt Trust, a small charity that takes disabled, disadvantaged, abused or neglected young people on challenging month-long expeditions.
Global Angels, a UK charity which seeks to aid needing children around the world, were the beneficiaries of his 2007 attempt to take a powered paraglider higher than Mount Everest. Grylls’s attempt to hold the highest ever dinner party at 25,000 feet was in aid of The Duke of Edinburgh’s Award Scheme, and launched the 50th anniversary of the Awards. His attempt to circumnavigate Britain on jet skis raised money for the Royal National Lifeboat Institution. Grylls’ Everest climb was in aid of SSAFA Forces Help, a British-based charitable organisation set up to help former, and serving members of the British Armed Forces, and their families and dependents. His 2003 Arctic expedition detailed in the book Facing the Frozen Ocean was in aid of The Prince’s Trust. His 2005 attempt to paramotor over the Angel Falls was in aid of the charity Hope and Homes for Children.


Escape to the Legion
Grylls filmed a four-part documentary in 2005, called Escape to the Legion, which followed Grylls and eleven other UK recruits in the French Foreign Legion, as they endured the month-long basic desert training in the Sahara. The show was broadcast in the UK on Channel 4, and in the USA on the Military Channel, travel channel in 2006-2007. In 2008, it was repeated in the UK on the History Channel.
Born Survivor / Man vs. Wild / Ultimate Survival
Grylls hosts a documentary series titled Born Survivor: Bear Grylls for the British Channel 4, known in the U.S. on Discovery Channel as Man vs. Wild. This series is titled Ultimate Survival for Discovery Channel in Europe, Asia, and Africa.
The series features Grylls being dropped into some of the most inhospitable places on earth, and showing viewers how to survive. The first series part two premiered in the US on 15 June 2007, the second series part one in Nov 2007, the second series part two in May 2008 and the third series part one in August 2008.
Some of his stunts include climbing sheer cliffs, wading rapids, and even wrapping his urine-soaked t-shirt around his head to help stave off the desert heat.
Grylls has eaten snake (one made him sick), worm, scorpion, porcupine, squirrel, alligator, skunk, camel, zebra, rabbit, lizards, turtle, raw fish, sheep’s eyeballs, goat’s testicles (a Berber delicacy), a tree frog, spider, raw yak liver, termites and grubs. In one episode he dipped a sheep’s eye in a geothermal vent with his shoe laces in order to cook it.
He has also rubbed snow on his body to dry off after jumping into an icy lake, squeezed both elephant dung and partially digested food from the stomach of a dead camel into his mouth for water, ripped raw chunks of meat off a dead zebra with his teeth, eaten maggots off a dead deer, and drank his own urine which had been stored in the skin of a dead snake. Intermittently, Grylls also regales the viewer with tales of other adventurers stranded and/or killed in the wilderness.
In December 2008, Grylls suffered a broken shoulder when he fell off a cliff in the Antarctic while filming an episode of his show. It was severe enough to require air-evacuation to South Africa for treatment. On December 7th 2008, Discovery Channel stated that Grylls did not injure himself during a taping of his Man vs Wild show but instead, was injured while on an independant expedition.
For more information check my post on Man vs Wild :


Grylls’ first book, titled Facing Up, went into the UK top 10 best-seller list, and was launched in the USA entitled The Kid Who Climbed Everest. Its subject is his expedition, at 23 years old, to climb to the summit of Mount Everest. The book details the climb, from his first reconnaissance climb on which he fell in a crevasse and was knocked unconscious, regaining consciousness to find himself swinging on the end of a rope, to the grueling ascent that took him over ninety days of extreme weather, sleep deprivation and almost running out of oxygen inside the death zone. Another book was written in 2002 that gave survival skills on how to survive life in the suburbs with dangerous gangs. He describes defense techniques that one could use in a dangerous situation.
Grylls’ second book Facing the Frozen Ocean was shortlisted for the William Hill Sports Book of the Year Award 2004, it describes how, with a team of five men, he completed the first unassisted crossing of the frozen North Atlantic, Arctic Ocean in a rigid inflatable boat (RIB). He was awarded an Honorary commission in the Royal Navy, as a Lieutenant-Commander for this feat.
A book was also written to accompany the series Born Survivor: Bear Grylls. It was published under the same title as the television series, featuring survival skills learned from some of the world’s most hostile places. This book reached the Sunday Times Top 10 best-seller list.
In April 2008, Grylls published an accompanying book to the Man vs. Wild Discovery television show. The book is filled with survival tips from the TV show.
He has a series of children’s adventure survival books out titled: ‘Mission Survival: Gold of the Gods’, and ‘Mission Survival: Way of the Wolf’.
His latest book is an extreme guide to outdoor pursuits, titled: ‘Bear Grylls’ book of Great Outdoor Adventures.’


Grylls has been involved in several solo, and team based feats, and attempts for charity or record breaking.

By land

  • Ama Dablam
    Grylls first entered the record books in 1997 by being the youngest Briton to summit Ama Dablam in the Himalayas with his good friend Colm Keaveney, a peak famously described by Sir Edmund Hillary as “unclimbable”.
  • Everest
    In 1998, Grylls achieved a Guinness World Record as the youngest Briton, at 23, to summit Mount Everest. However, James Allen, an Australian/British climber who ascended Everest in 1995 with an Australian team, but who has dual citizenship, beat him to the summit at age 22. Since then, British climber Rhys Jones reached the summit on his 20th birthday in May 2006.
    In an interview with David Letterman (June 2007), Letterman calls him “the youngest Briton to summit Everest” and Bear corrects him by saying another man, Michael Matthews, did it the following year but died on the way down, and regardless of his death, it has become this man’s record.

By sea

  • Circumnavigation of the UK
    In 2000, Grylls, with his friend Neil Laughton, was among the first team to circumnavigate the UK on a personal watercraft or jet ski, to raise money for the Royal National Lifeboat Institution (RNLI).
  • Crossing the North Atlantic
    Three years later, he led a team of five British men on the first unassisted crossing of the north Atlantic Arctic Ocean, in an open rigid inflatable boat. The team battled giant waves, polar bears, icebergs and storms.

By Air

  • Paramotoring over Angel Falls
    In 2005, Grylls led the first team ever to attempt to paramotor over the remote jungle plateau of the Angel Falls in Venezuela. The team was attempting to reach the highest, most remote high tepuis, made famous by Conan Doyle’s Lost World.
  • Dinner party at altitude
    In 2005, alongside balloonist and mountaineer David Hempleman-Adams and Lieutenant Commander Alan Veal, leader of the Royal Navy Freefall Parachute Display Team, Bear Grylls created a world record for the highest ever open-air formal dinner party, which they did under a hot air balloon at 25,000 feet, dressed in full Mess dress and oxygen masks. To train for the event, Bear made over 200 parachute jumps. This was in aid of the The Duke of Edinburgh’s Award and The Prince’s Trust.
  • Paramotoring over the Himalayas
    In 2007, Grylls claimed to have broken a new world record by flying a paramotor over the Himalayas, higher than Mount Everest (original claim, “over Mount Everest”,and after being challenged, “above Everest” on his website).
    His report of the flight described coping with temperatures of -60 °C and dangerously low oxygen levels to reach 29,500 feet, almost 10,000 feet higher than the previous record of 20,019 feet.The expedition raised over $2 million for children’s charities worldwide including Global Angels. Grylls described the expedition, filmed for Discovery Channel worldwide as well as Channel 4 in the UK, as “the hairiest, most frightening thing” he had ever done.
    While Grylls initially claimed that the flight was over Everest itself, the permit was only to fly to the south of Everest, and he did not approach Everest itself out of risk of violating Chinese airspace.
    The pair took off from 14,500 feet, 8 miles south of the mountain. Grylls says he got within two miles of the famous peak during his ascent. From there, the mission website reports him “riding the wind into the record books”.
    “There are various formalities and rules. You need a proper flight recorder trace, an FAI license, you’ve got to take off from flat ground – you can’t just take off from the side of a hill. You need to have a flight observer. If you don’t, it’s not a record” he added, “It’s the responsibility of anybody who does anything ground-breaking to prove what they have done.” He said that even if the instrument displays froze mid-flight, as Grylls wrote afterwards, it doesn’t mean they stopped recording. “It may well be they’ve got a trace.”
Bear Grylls eating a snake

Bear Grylls eating a snake




Posted: December 9, 2008 by Shishir Gupta in Television Shows
Tags: , , ,


Man vs. Wild, also called Born Survivor: Bear Grylls or Ultimate Survival , is a survival television series hosted by Bear Grylls, on the Discovery Channel in the United States, Canada, India, Italy, Brazil, New Zealand, Australia, Norway, Sweden, The Netherlands and Russia. In the United Kingdom, the series is shown on both the Discovery Channel and on Channel 4. The series is produced by British television production company Diverse Bristol. The show was first broadcast on November 10, 2006 after airing a pilot episode titled The Rockies on October 27, 2006.

Format :         Adventure

Starring:        Bear Grylls

No of Episodes:        33  

Country of Origin:      United Kingdom

Running Time :     45 minutes

Original Broadcasting channel:       Discovery

Original Run:        October 27, 2006 – present

In the show, Grylls both demonstrates and narrates techniques for wilderness survival in regions around the globe, from ice fields and mountain ranges to swamps and deserts. The general format of each episode is that Grylls is dropped into the region simulating a stranded explorer/tourist. The episode documents his efforts to survive and find a way back to civilization, usually requiring an overnight shelter of some kind. Bear also tells about successful and failed survivals in the particular area he is in. 
The program has shown him eating raw meat and live fish, staving off hypothermia, and drinking the fluids of elephant feces and his own urine for hydration. In advertisements for Season Two of Man vs. Wild, Grylls is shown eating an enormous grub while the announcer states, “Does Bear Grylls really need to do these things? Probably not. But you might.”
Given the premise that Grylls completes the episodes unaided, the amount of help Grylls receives off camera and during filming the show has been debated, and attracted press and viewer comment. In the pilot episode, Grylls was made to wear a concealed lifejacket for one scene for health and safety reasons. For subsequent shows he has insisted all sequences be performed his way.
In April 2008, Grylls and Discovery released a book that includes survival tips from the TV show. Man vs. Wild is similar to a competing Discovery Channel series Survivor man. In that show, however, the survival expert (Les Stroud) is not accompanied by a camera crew, but has a significant production and safety crew nearby that he communicates with at least once each day.


Season One Part One
The Rockies
– Rocky Mountains, United States – (pilot episode) – (October 27, 2006)
Moab Desert – Moab, Utah, United States – (November 10, 2006)
Costa Rican Rain Forest – Osa Peninsula, Costa Rica – (November 17, 2006)
Alaskan Mountain Range – Chugach Mountains, Alaska, United States (November 24, 2006)
Hawaii: Mount Kilauea – Mount Kilauea, Hawaii, United States – (December 1, 2006)
Sierra Nevada – Sierra Nevada, United States – (December 8, 2006)
African Savanna –
Northern Kenya, Africa – (December 15, 2006)
European Alps – French Alps, France – (December 22, 2006)
Hawaii: Deserted Island – Hawaii, Pacific Ocean, United States – (December 29, 2006)

Season One Part Two
– South Florida, United States – (June 15, 2007)
Iceland – Iceland, North Atlantic Ocean – (June 22, 2007)
Mexico: Copper Canyon – Copper Canyon, Mexico – (June 29, 2007)
Kimberley, Australia – Kimberly Region, Western Australia – (July 6, 2007)
Ecuador – Ecuador, South America – (July 13, 2007)
Scotland: Cairngorms – Cairngorm Mountains, Scotland – (July 20, 2007)

Season Two Part One
– Sahara Desert, North Africa (Part 1 of 2) – (November 9, 2007)
Desert Survivor – Sahara Desert, North Africa (Part 2 of 2) – (November 16, 2007)
Panama – Panama, Central America (Part 1 of 2) – (November 23, 2007)
Jungle – Panama, Central America (Part 2 of 2) – (November 30, 2007)
Patagonia – Argentina, South America (Part 1 of 2) – (December 7, 2007)
Andes Adventure – Chilean Andes, South America (Part 2 of 2) – (December 14, 2007)

Season Two Part Two
– Zambia, Africa – (May 2, 2008.)
Namibia – Namibia, Africa – (May 9, 2008.)
Ring of Fire, Part 1 (Jungle) – Sumatra, Indonesia (Part 1 of 2) – (May 16, 2008.)
Ring of Fire, Part 2 (Island Castaway) – Sumatra, Indonesia (Part 2 of 2) – (May 23, 2008.)
Siberia, Part 1 (Tiger Forests) – Siberia, Russia (Part 1 of 2) – (May 30, 2008.)
Siberia, Part 2 (Sayan Mountains) – Siberia, Russia (Part 2 of 2) – (June 6, 2008.)

Season Three Part One
Baja Desert
– Baja Peninsula, Mexico – (August 6, 2008.)
The Deep South – Louisiana, United States – (August 27, 2008.)
– Ireland – (September 3, 2008.)
South Dakota
– South Dakota, United States – (September 10, 2008.)
Man vs. Wild: Bear’s Essentials
– Special – (September 17, 2008.)

According to Discovery Channel the current season is season 3. People have mistaken it for season 5 because each season is split into two separate parts.

After a series of exposés by the Daily Mail, the show was put on hiatus while Discovery reviewed claims that it deceived viewers. The show resumed on September 24, 2007, with a disclaimer at the beginning of each episode, scenes removed, and altered voiceover indicating where situations were staged.

Grylls has stated numerous times on camera that he is not to receive any assistance unless his life is in danger. However, in July 2007 it was reported in the mainstream media that Grylls allegedly received aid during some sequences of certain episodes. In response to criticism, British Channel 4 issued a statement saying that:
“The programme explicitly does not claim that presenter Bear Grylls’ experience is one of unaided solo survival. For example, he often directly addresses the production team, including the cameraman, making it clear he is receiving an element of back-up.”

An article on the BBC News website also reported on the sentiments of Channel 4 towards the allegations:
“The broadcaster [Channel 4] said Grylls carried out his own stunts and did place himself in perilous situations, “though he does so within clearly-observed health and safety guidelines required on productions of this kind””.

The Discovery Channel said that future airings would be edited (including a disclaimer at the beginning of each episode) so as not to imply to viewers that Grylls was left alone to survive during production of the show. Since then, Grylls has stated on camera when he has received assistance in order to demonstrate survival tactics (such as attaining a dead camel from Saharan indigenous peoples to show viewers how to extract water from the carcass and make a shelter for sand storms) or is exiting the setting for a period of time due to safety concerns (as in the episode in the Scottish Highlands). Grylls also tells the cameras filming behind the scenes footage how the film crew sometimes assists him in order to film certain sequences (such as rummaging for earthworms for food along with Grylls in the Patagonia episode or when a crew member caught a salmon which Bear then ate during the Alaskan mountains episode).
On August 3, 2007, Grylls posted on his blog that the “press accusations of motels and stagings in the show that have been doing the rounds, all I can say is they don’t always tell the full story, but that’s life and part of being in the public eye I guess.”
In response to allegations of spending nights in local hotels as opposed to staying in the shelters built during filming, Grylls clarifies in an article in the December 3 issue of People Magazine that:
“Episodes take about ten days to tape, explains Grylls: “The night stuff [shown on camera] is all done for real. But when I’m not filming I stay with the crew in some sort of base camp.” Episodes now clarify when Grylls gets support from his crew and when situations are staged, “We should have done that from the start,” he says. “The more you see, the more real it feels.””

In spite of allegations, The Discovery Channel has released behind the scenes footage showing how sequences of Born Survivor are filmed. In the footage, while setting up a scene, each production crew member is introduced and their role is briefly explained, including a safety consultant who served in the Royal Marines. During the scenes, Bear Grylls tells how each crew members’ role ensures his safety while he explains survival tactics. The footage includes open discussion over a safety harness and other precautions and also contains the production crew doing various takes with Grylls during dangerous stunts (including three sky diving jumps from a helicopter in the Patagonia episode). The crew of Born Survivor go to great lengths during filming to comply with safety regulations without any pretense of covering up their actions. No member of the production crew, including Grylls, attempts to alter or omit details of how episodes are filmed in the behind the scenes footage. Portions of the footage can be viewed on YouTube. As well, the DVDs contain a notice stating that Bear will receive help from the camera crew on occasion, that he will in certain situations use provided safety equipment to minimize risks, and that he will occasionally deliberately put himself in a situation to demonstrate the techniques for surviving it.

On March 13, 2006, the show’s first survival consultant, Ron Hood, posted on his website:
“I want to remind everyone that Bear is very capable and highly skilled in survival skills. We both objected to portions of the show when we filmed but thought we knew that my narration would enlighten the viewers about the hows, whys and wherefores of what look like dangerous activities. When that narration was removed it left Bear looking like he was clueless. He is not clueless. He is clever, courageous and capable. If anyone can save this show it is Bear. As I posted when we started this project months ago, the show was supposed to be a new format that was drama driven with an educational and adventure component. The script I have looks nothing like the final show.”
“I think Discovery did the viewing public a serious disservice by excluding the educational narration and concentrating on travel. Someone WILL attempt river travel as shown and there will be problems. Others will run from camp because they hear noises… Someone will attempt a rappel with paracord. People are like that. Discovery holds a huge credibility advantage and that alone will act as an endorsement of the actions seen in the show. Keep in mind that a LOT of people saw the show and a few of them are ignorant enough to attempt what they saw. Disclaimers aside, the presentation looks feasible. The fact that some folks overlooked the errors just proves the point.”



is an iterative incremental process of software development commonly used with agile software development. Despite the fact that “Scrum” is not an acronym, some companies implementing the process have been known to adhere to an all capital letter expression of the word, i.e. SCRUM. This may be due to one of Ken Schwaber’s early papers capitalizing SCRUM in the title.
Although Scrum was intended to be for management of software development projects, it can be used in running software maintenance teams, or as a program management approach.

In 1986, Hirotaka Takeuchi and Ikujiro Nonaka described a new holistic approach which increases speed and flexibility in commercial new product development. They compared this new holistic approach, in which the phases strongly overlap and the whole process is performed by one cross-functional team across the different phases. The case studies come from the automotive, photo machine, computer and printer industries.
In 1991, DeGrace and Stahl, in Wicked Problems, Righteous Solutions referred to this approach as Scrum, a rugby term which was first said by Takeuchi and Nonaka in their article. In the early 1990s, Ken Schwaber used an approach that led to Scrum at his company, Advanced Development Methods. At the same time, Jeff Sutherland developed a similar approach at Easel Corporation and was the first to call it Scrum. In 1995 Sutherland and Schwaber jointly presented a paper describing Scrum at OOPSLA ’95 in Austin, its first public appearance. Schwaber and Sutherland collaborated during the following years to merge the above writings, their experiences, and industry best practices into what is now known as Scrum. In 2001 Schwaber teamed up with Mike Beedle to write up the method in the book “Agile Software Development with SCRUM”.

Scrum is a process skeleton that includes a set of practices and predefined roles. The main roles in Scrum are the ScrumMaster who maintains the processes and works similarly to a project manager, the Product Owner who represents the stakeholders, and the Team which includes the developers.
During each sprint, a 15-30 day period (length decided by the team), the team creates an increment of potentially shippable (usable) software. The set of features that go into each sprint come from the product backlog, which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting the Product Owner informs the team of the items in the product backlog that he wants completed. The team then determines how much of this they can commit to complete during the next sprint. During the sprint, no one is able to change the sprint backlog, which means that the requirements are frozen for a sprint.
Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication across all team members and disciplines that are involved in the project.
A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach – accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly and respond to emerging requirements.One of Scrum’s biggest advantages is that it is very easy to learn and requires little effort to start using.

Several roles are defined in Scrum, these are divided into two groups, pigs and chickens, based on a joke about a pig and a chicken.
A pig and a chicken are walking down a road. The chicken looks at the pig and says, “Hey, why don’t we open a restaurant?” The pig looks back at the chicken and says, “Good idea, what do you want to call it?” The chicken thinks about it and says, “Why don’t we call it ‘Ham and Eggs’?” “I don’t think so,” says the pig, “I’d be committed but you’d only be involved.”
So the pigs are committed to building software regularly and frequently, while everyone else is a chicken: interested in the project but really irrelevant because if it fails they’re not a pig, that is they weren’t the ones that committed to doing it. The needs, desires, ideas and influences of the chicken roles are taken into account, but not in any way letting it affect or distort or get in the way of the actual Scrum project.

“Pig” roles
Pigs are the ones committed to the project and the Scrum process, they are the ones with “their bacon on the line.”

  • Product Owner
    The Product Owner represents the voice of the customer. They ensure that the Scrum Team works with the right things from a business perspective. The Product Owner writes User Stories, prioritizes them, then places them in the Product Backlog.
  • ScrumMaster (or Facilitator)
    Scrum is facilitated by a ScrumMaster, whose primary job is to remove impediments to the ability of the team to deliver the sprint goal. The ScrumMaster is not the leader of the team (as they are self-organizing) but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules.
  • Team
    The team has the responsibility to deliver the product. A small team of 5-9 people with cross-functional skills to do the actual work (designer, developer, tester, etc.).

“Chicken” roles
Chicken roles are not part of the actual Scrum process, but must be taken into account. An important aspect of an Agile approach is the practice of involving users, business and stakeholders into part of the process. It is important for these people to be engaged and provide feedback into the outputs for review and planning of each sprint.

  • Users
    The software is being built for someone!
  • Stakeholders (Customers, Vendors)
    The people that will enable the project and for whom the project will produce the agreed upon benefit(s) which justify it. They are only directly involved in the process at sprint reviews.
  • Managers
    People that will set up the environment for the product development organizations.


  • Product Backlog : It is a high-level document for the entire project. It contains broad descriptions of all required features, wish-list items, etc. It is the “What” that will be built. It is open and editable by anyone. It contains rough estimates, of both business value and development effort. Those estimates help the Product Owner to gauge the timeline and, to a limited extent, priority. The product backlog is property of the Product Owner. Business value is set by the Product Owner. Development effort is set by the Team.
  • Sprint Backlog : It is a greatly detailed document containing information about how the team is going to implement the requirements for the upcoming sprint. Tasks are broken down into hours with no task being more than 16 hours. If a task is greater than 16 hours, it should be broken down further. Tasks on the sprint backlog are never assigned, rather tasks are signed-up for by the team members as they like. The sprint backlog is property of the Team. Estimations are set by the Team.
  • Burn Down : It is a publicly displayed chart showing remaining work in the sprint backlog. Updated every day, it gives a simple view of the sprint progress. It should not be confused with an earned value chart.

Following are some general practices of Scrum:

  • Customers become a part of the development team.
  • Like all other forms of agile software processes, Scrum has frequent intermediate deliveries with working functionality. This enables the customer to get working software earlier and enables the project to change its requirements according to changing needs.
  • Frequent risk and mitigation plans developed by the development team itself. – Risk Mitigation, Monitoring and Management (risk analysis) at every stage and with commitment.
  • Transparency in planning and module development – Let everyone know who is accountable for what and by when.
  • Frequent stakeholder meetings to monitor progress – Balanced (Delivery, Customer, Employee, Process) Dashboard updates – Stakeholders’ update – You have to have Advance Warning Mechanism.
  • No problems are swept under the carpet. No one is penalized for recognizing or describing any unforeseen problem.
  • Workplaces and working hours must be energized. – “Working more hours” does not necessarily mean “producing more output.”

The following terminology is used in Scrum:

    Product Owner :
    The person responsible for maintaining the Product Backlog by representing the interests of the stakeholders.
    ScrumMaster : 
    The person responsible for the Scrum process, making sure it is used correctly and maximizes it benefits.
    Team : 
    A cross-functional group of people responsible for managing itself to develop the product.
    Scrum Team :
    Product Owner, ScrumMaster and Team.
    Sprint Burn Down Chart : 
    Daily progress for a Sprint over the sprint’s length.
    Product Backlog :
    A prioritized list of high level requirements.
    Sprint Backlog : 
    A list of tasks to be completed during the sprint.
    Sprint : 
    A time period (typically between 2 weeks and 1 month) in which development occurs on a set of backlog items that the Team has committed to.
    Sashimi : 
    A slice of the whole equivalent in content to all other slices of the whole. For the Daily Scrum, the slice of sashimi is a report that something is done.

Though Scrum was originally applied to software development only, it can also be successfully used in other industries. Now Scrum is often viewed as an iterative, incremental process for developing any product or managing any work.

Scrum applied to product development
Scrum as applied to product development was first referred to in “The New Product Development Game” (Harvard Business Review 86116:137-146, 1986) and later elaborated in “The Knowledge Creating Company” both by Ikujiro Nonaka and Hirotaka Takeuchi (Oxford University Press, 1995). Today there are records of Scrum used to produce financial products, Internet products, and medical products by ADM.

Scrum as a marketing project management methodology
As marketing is often executed in project-based manner, a lot of generic project management principles apply to marketing. Marketing can be also optimized similar to project management techniques. Scrum approach to marketing is believed to be helpful for overcoming problems experienced by marketing executives. Short and regular meetings are important for small marketing teams, as every member of a team has to know what the others are working on and what direction the whole team is moving in. Scrum in marketing makes it possible to:

  • See possible problems at early stages and allows coping with them quicker and with minimal losses. According to the key principle of Scrum “no problems are swept under the carpet”, every team member is encouraged to describe the difficulties he is experiencing, as this might influence the work of the whole group.
  • Reduce financial risk. With the beginning of every sprint period, the business owner can change any of the marketing project parameters without penalty, including increasing investments to enlarge consumers’ quantity, reducing investments until unknowns are mitigated, or financing other initiatives.
  • Make marketing planning flexible. Short-term marketing plans based on sprints can be much more effective. Marketing managers get an opportunity to switch from one promotion method to another, if the first one proved to be unsuccessful during the sprint period. It also becomes easier to clarify due dates of every small, but important, task to each member of a team.
  • Involve clients in various ways.

There’s also a tendency to execute Scrum in marketing with the help of Enterprise 2.0 technologies and Project management 2.0 tools.


  • Schwaber, Ken (1 February 2004). Agile Project Management with Scrum, Microsoft Press. ISBN 978-0-735-61993-7.
  • Takeuchi, Hirotaka; Nonaka, Ikujiro (January-February 1986). “The New Product Development Game” (PDF). Harvard Business Review,
  • DeGrace, Peter, Stahl, Leslie Hulet (1 October 1990). Wicked problems, righteous solutions, Prentice Hall. ISBN 978-0-135-90126-7.
  • Sutherland, Jeff (October 2004). “Agile Development: Lessons learned from the first Scrum” (PDF).