We know the importance of quick feedback cycles in our builds so we can fail fast, and feedback from the end-user. But sometimes even agile teams forget the importance of feedback from other team members. This article details several methods for eliciting feedback, as well as how to pick what's right for your team.
Many teams think they are agile in their projects, but if you're not receiving and analyzing feedback regularly, you're not really agile. Plotting the feedback you get on a chart throughout your sprints can help you see whether you have a lag. Read on to learn how to gather and use your feedback to be truly agile.
The elves working on Project Santa—you know, the big delivery that happens every December 24—have decided to go agile. But Santa, the product owner, is busy and not always available to answer questions or provide guidance. What kind of suggestions and improvements should they address in their retrospective?
Leaders in agile organizations should consider adding lean techniques to their DevOps practices. Lean thinking can accelerate DevOps delivery by providing a set of processes and principles to help create more beneficial products, save money, boost productivity, reduce waste, and map to value.
For many, pair programming delivers benefits such as increased focus, improved team relationships, and better code. Tom Breur and Michael Mahlberg found that pair writing can work, too, and the advantages bear a lot of resemblance to those of pair programming—more concentration, productive feedback, and better writing.
Unconditional support, trust, respect, generosity, and courage are the behavioral values required for agile—and also for rugby. On the surface, the software development methodology and the rough team sport may seem to have little in common. But Luis Novella writes that rugby can actually teach you a lot about agile.
When you switch from working in an office with all your coworkers right beside you to working remotely and collaborating with people in other countries or even time zones, you have to change more about how you work than just the way you communicate. Magnus Ljadas details how his virtual team modified their tools, infrastructure, and processes.
Agile teams are self-organizing, which means they do not need supervisors—at least in theory. But they do need leaders to create a shared vision of what the product will be. And having an agile team means that anyone can step up … including you. Lanette Creamer outlines seven qualities possessed by great agile leaders.
Testers who analyze quality in every aspect of the team’s deliverables also have a responsibility to mitigate risks and practical issues that are bound to come up, and help the team succeed in their product as well as at being agile. Here are five such issues that testers can help the team alleviate or avoid.
The definition of done is an informal checklist that the team agrees applies to all pieces of work. But how does the definition compare to acceptance criteria? And should it apply to every task, or every story? How often should you review or change your definition? Allan Kelly helps you navigate your team's definition of done.