agile

Articles

It’s the Goal, Not the Role: The Value of Business Analysis in Scrum

“Business analyst” is not a distinct role on Scrum or other agile teams. And yet, the goal for the team—to deliver high-valued product needs—requires strong business analysis skills. Ellen Gottesdiener and Mary Gorman describe the vital analysis work needed reach the goal, regardless of role.

Simulation Games: A Way to Improve Communication in the Team

One of the hardest daily tasks developers, QA, ScrumMasters, and product owners encounter is effective communication with others. Sound implausible? According to many articles, research, and personal observations, the main cause of project failure is not technology or hardware, but inefficient communication stemming from lack of effective communication between team members, incomplete business analysis, imprecise requirements, and vaguely formulated business objectives.

Monika Konieczny's picture Monika Konieczny
Four Agile Tips to Eliminate Rework in Application Development

Your applications need to meet business needs, overcome complex processes, and provide instant results to customers. And, ideally, they’ll require minimal rework on your part. The first step to success is requirements definition. Here, Filip Szymanski offers some tips from agile methods that will improve your requirements—even if you haven’t otherwise adopted agile.

Filip Szymanski's picture Filip Szymanski
From Red Tape to No Tape: Organizational Misalignment with Agile Values

Charles Suscheck writes that if you’re in an organization that has signs of post-industrial orientation, now is a good time to take a fresh look at your organization’s underlying (and often oblique) belief system.

Charles Suscheck's picture Charles Suscheck
Applying Agile to Your Business Strategy

Matthew Gelbwaks writes that rather than applying a strategy to agile, you should apply the principles and values of agile to business or organizational strategy. Agile is the new way to compete and the new way to win at every level of the organization—from development to strategy.

Matt Gelbwaks's picture Matt Gelbwaks
For Project Managers, Agile Is About Asking a Different Question

Daryl Kulak explains that if we don't ask the right question at the beginning of the project, then no matter how well we answer, it won't be helpful. Perhaps the biggest difference between agile and waterfall is the question being asked. The scope of the project and any judgments of progress are related to this very fundamental question.

Daryl  Kulak's picture Daryl Kulak
Adapting to Change in Your Agile Strategies

Len Whitmore writes on using agile practices for the development of software. In the ten years since the Agile Manifesto, the agile development domain evolved, as evidenced by such things as the six levels of planning: strategy, release, iteration, daily, and continuous, with strategy appearing to be the least evolved of the planning levels.

Len  Whitmore's picture Len Whitmore
Experimenting: The Way Forward for Agile Development Teams

If you asked anyone in my team what agile practice is most responsible for our success over the past eight years, I bet they'd answer "retrospectives". At the start of every two-week sprint, we spend time talking about the previous sprint, identifying areas that need improvement, and thiinking of ways to overcome obstacles. But I wonder if it's not so much the retrospectives themselves, as the small experiments (to borrow Linda Rising's term) we try to address our problem areas.

Lisa Crispin's picture Lisa Crispin
Feature Injection: Part Two

The tag-line for Feature Injection is "As we pull value from a system, we inject features." So before we can start, we need to identify the business value. But how do we do that? This edition also expands on the 20/20 vision conference concept.

From Red Tape to No Tape: Maximizing Agile in Your Organization

Companies using agile development must recognize that they won’t reap the benefits of agile without the correct organizational philosophy. Companies often don’t even realize that they are following a path that can limit agile adoption. Here, Charles Suscheck describes two organizational philosophies—one that is adverse to successful agile adoption and one that facilitates the agile processes.

Charles Suscheck's picture Charles Suscheck

Pages

AgileConnection is one of the growing communities of the TechWell network.

Featuring fresh, insightful stories, TechWell.com is the place to go for what is happening in software development and delivery.  Join the conversation now!