agile

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Agile, Lean, or Something in Between

Agile, and more recently lean, have dramatically shaped the landscape of software development practices. The reason is simple, they both promise to deliver higher quality products to the market faster. In this artilce, we examine some of these agile and lean promises separately and explore when one set may be a better fit over the other or how they may be combined.

Michael  McCullough's picture Michael McCullough
Agile and Lean: Recognizing the Synergy

Bob Aiello explains the process to reaching agile comes from more than simply declaring yourself as such. The road to agile is a journal, and one that requires hard work. But once you get there, the benefits can be immense. Making sure everyone on board is dedicated to the cause to reach the goal.

Bob  Aiello's picture Bob Aiello
Distributed Agile: An Interview with Vishwanath Nagara

In this interview with Vishwanath Nagaraj, originally published in the Sticky ToolLook eNewsletter, he discusses the concept of distributed agile and some of the tools that help make the idea a reality.

Joey McAllister's picture Joey McAllister
Fun Driven Development - Building Momentum for Agile Through Games

Games, like the ones described on TastyCupcakes.org, provide the opportunity for agile teams to quickly build on a shared experience, realize better ways of working and most importantly, to have fun!

Michael  McCullough's picture Michael McCullough
Value of Configuration Management by Agile Professionals

Mario Moreira surveyed recently surveyed agile professionals to find out just how valuable CM processes and tools are to them. While there was a noticeable difference in opinion between different responder age groups, the overall response was overwhelmingly positive in CM's favor.

Mario  Moreira's picture Mario Moreira
The Role of the Agile Coach

One of the new roles introduced by agile software development is that of the team coach. Until agile came along coaches were confined to the executive suite or the sports field. As with any new role it takes a while before it is fully understood and scoped. Agile teams can, and do, exist without the coach role being filled but such teams do not necessarily achieve peak performance

Allan Kelly's picture Allan Kelly
Performing a Simple Process Health Checkup

Does your software development process need tuning? How can you tell if it isn't running as well as it could be? In this week's column, Jeff Patton offers a diagnosis checklist for your team to help assess the vital statistics of your current development process.

Jeff Patton's picture Jeff Patton
Rocks into Gold: Part 2

This short book, written by Clarke Ching, is a "biztech" parable for software developers who want to survive—and then thrive—through a credit crunch. We have republished the book in a four-part series. In part two, Bob, Bill, and Sam discover how a rocky economy can flip project costs and return on investments and how much money could be lost by canning the FBU project. Can they use these projections to save the project and their jobs?

Clarke Ching's picture Clarke Ching
The Cost of Coexistence

Some organizations want to make the transition to agile, but aren't ready to trade in their old ways overnight. They'd rather spend some time getting to know agile—letting it coexist alongside already established, traditional methodologies. In this article, Michele Sliger and George Schlitz explain that such coexistence is possible, but that there is a cost of coexistence of which all organizations should be aware.

Dissecting the Product Owner role

Like Coach and Scrum Master the Product Owner is a new term for a new role. While Coach and Scrum Master are completely new roles added by Agile methods the Product Owner is an extension of an existing role. Or rather, it is an extension to two existing roles.

The role of Product Owner was introduced by Scrum. Teams following XP prefer to talk about a Customer. What ever the role is called it is concerned with: deciding what should be in the next iteration, prioritising work, providing guidance on what is being built and ensuring value is created.

Allan Kelly's picture Allan Kelly

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