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.
The daily standup, or daily scrum, is a short meeting the team uses to briefly communicate work commitments with each other. Dick Carlson answers some questions that agile teams, management, stakeholders, and those who are thinking about transitioning to agile commonly have about these daily standup meetings.
After decades of talking about test automation, the agile movement suddenly seems to be taking it seriously. You might be wondering what all the buzz is about. Sanjay Zalavadia talks about why test tooling is suddenly so critical, when teams should think of automating, and how to bring the change so that your team will embrace it.
Agile and DevOps teams, which emphasize continuous improvement, can benefit greatly from effective retrospectives. However, retrospectives can get monotonous, and that’s when they become ineffective. Using gamification in your retrospectives brings a completely different dimension of thinking—and even makes the process fun.
As agile principles and practices receive greater organizational exposure, business teams are embracing certain aspects of agility that were traditionally reserved for technology teams. This article details the experiences of a group of people with business roles who have adopted some agile methods and how their teams have benefitted.
In this article, a developer shares his personal experience with the transition from a waterfall environment to an agile one. He compares what it was like for him coding, learning, and communicating using each methodology, and he shares what it was like making the change to agile—and why he's never looking back.
A good key indicator for measuring how well your agile team is performing is the burndown chart. It’s a simple concept—as time passes, the amount of work to do decreases. Of course, there will be days when progress is not as expected or tasks end up larger than originally estimated. A burndown can help your team reset and keep stakeholders in the loop.
This article details a team’s experience in implementing pair programming as a way to get work done as part of its agile transformation. It delves into the many positive results from the pairing experiment, as well as some of the negatives that were encountered, and weighs whether developers think pair programming is a worthwhile endeavor.
The traditional ways of finding employees are changing. If you want to get a role that will make you happy to contribute to the team, you need to rethink the way you apply for roles. If you are the resource manager, change how you recruit. This article focuses on the qualities you should be exemplifying or looking for if you want to form a team with an agile mindset.