Program planners in IT organizations have a dilemma: On one hand, their agile teams tell them that if requirements are defined up front, agile teams cannot operate; but on the other hand, the program’s budget and scope need to be defined so that resources can be allocated and contracts can be written for the work. How does one reconcile these conflicting demands?
Prakash Pujar writes about his team's experience adopting some of the best agile practices to make their process extra lean and increase efficiency by increasing throughput—all without any change to the agile framework his team was following before and after. Here, he talks about some of the lean practices that worked for them.
This case study serves as an example of how adopting agile can be extremely beneficial to an organization, as long as situational factors are considered. Adopting a new development method is a strategic, long-term investment rather than a quick fix. As this article shows, making deliberate, fully formed decisions will ultimately lead to better outcomes.
Agile is growing up and is now officially a teenager. It has moved from being a somewhat rumbustious child with some overzealous followers and a skeptical management crowd to something that is generally accepted by the mainstream IT community and particular management. Has the agile community lost something? Are the founding members and early practitioners evolving the practice? Is this good? Well, the answers are yes, yes, and maybe.
Thomas Wessel presents how T-shaped and pi-shaped teams based on each member's span of knowledge, ability to collaborate, and depth of expertise play an important part in how effectively your team performs.
We've all been burned working with software code that, if not designed for long-term maintainability, results in expensive support over a product's lifetime. Kaushal explores three approaches that provide guidelines to ensure that software is designed with maintainability in mind. If you're a software developer, read this!
A look at the HTML source code behind Web sites can often reveal security issues that would never be uncovered by those blissfully ignorant of the code. This bug report will examine two common methods of maintaining state and passing data in Web-based systems–hidden form fields and the HTTP GET method–and demonstrate some of the associated security risks through an examination of HTML code.
In this interview, LeanDog cofounder Jeff Morgan talks about both the current state of agile and how we can shape its future. He digs into the different ways that people are watering it down, as well as the possibility for some other methodology to break out in the near future.
Joe Justice is a consultant at Scrum Inc. and inventor of the Extreme Manufacturing project management method. He also is the founder of Team WIKISPEED, an all-Scrum volunteer-based, "green” automotive prototyping company.
The ability to influence others is an invaluable tool, especially for those in software. We had the opportunity to speak with Linda ahead of her upcoming presentation titled "Influence Strategies for Software Professionals" which she'll give at the Better Software Conference East.
The transition from waterfall-based software development to an agile, iterative model carries with it well-known challenges and problems-entrenched cultures, skill gaps, and organizational change management. For a large, globally distributed software development organization, an entirely different set of practical challenges comes with scaling agile practices. Last year the Dell Enterprise Solutions Group applied agile practices to more than forty projects ranging from a collocated single team project to projects that consisted of fifteen Scrum teams located across the US and India. Geoff Meyer and Brian Plunkett explain how Dell mined these real-life projects for their empirical value and adapted their agile practices into a flexible planning model that addresses the project complexities of staffing, scale, interdependency, and waterfall intersection.
Geoffrey Meyer, Dell Inc. l Enterprise Product Group
Each time a new feature is added to a product, developers need to consider the security risk implications, find ways to securely implement the function, and develop tests to confirm that the risk is gone or significantly lowered. Laurie Williams shares a Wideband Delphi practice called Protection Poker she's employed as a collaborative, interactive, and informal agile structure for "misuse case" development and threat modeling. Laurie shares the case study results of a software development team at RedHat that used Protection Poker to identify security risks, find ways to mitigate those risks, and increase security knowledge throughout the team. In this session, Laurie leads an interactive Protection Poker exercise in which you and other participants analyze the security risk of sample new features and learn to collaboratively think like an attacker.