scalability

Articles

Five Common Pitfalls When Organizations Neglect Agile Values

As agile development has erupted over the software landscape, its core philosophy often has been neglected as organizations hurry to implement cherry-picked practices in the name of pragmatism. By avoiding these five common pitfalls, companies can better realize the true benefits of agile: high productivity, great software quality, and happy customers.

Victor Szalvay's picture Victor Szalvay
A Case Study in Implementing Agile

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.

Taylor Putnam's picture Taylor Putnam
An Experience Where Agile Approaches Helped

This article addresses a process where a team moved from a traditional waterfall model to using agile elements in order to deliver a product to a government agency. It talks about typical problems that come up in a transition to agile, complications from distributed teams, and the advantages and disadvantages of the process for government or nongovernment clients.

Yamini Munipalli's picture Yamini Munipalli
Scaling Agile Development for Enterprise Software

Enterprise development organizations are increasingly embracing agile as a concept, if not entirely in practice. That’s because adopting and scaling agile methodologies for large, complex enterprise software projects can seem daunting. Larry Ayres shares some tips for scaling agile development for enterprise software.

Larry Ayres's picture Larry Ayres

Interviews

Disciplined Agile Delivery: An Interview with Scott Ambler

Scott Ambler is chief methodologist for IT with IBM Rational. Heather Shanholtzer recently had the opportunity to talk to Scott about scaling agile for enterprise organizations, how agile affects leadership and requirements on large teams, and his Disciplined Agile Delivery framework.

Heather Shanholtzer's picture Heather Shanholtzer
Agile at the Enterprise Level: An Interview with Arlen Bankston

Arlen Bankston, vice president of LitheSpeed, LLC, is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. Heather Shanholtzer recently talked to Arlen about what it takes to apply agile at the enterprise level and the challenges he faces when team members aren’t collocated.

Heather Shanholtzer's picture Heather Shanholtzer

Conference Presentations

Techniques for Agile Performance Testing
Slideshow

The performance of your application affects your business more than you might think. Top engineering organizations think of performance as not just a nice-to-have feature but as a...

Jim Hirschauer, AppDynamics
Keynote: Know the Way, Show the Way, Go the Way: Scaling Agile Development
Video

Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level?

Dean Leffingwell, Leffingwell LLC
Agile at Scale with Scrum: The Good, the Bad, and the Ugly
Slideshow

Come hear the story of how a business unit at one of the world's largest networking companies transitioned to Scrum in eighteen months. The good-more than forty teams in one part of the company moved quickly and are going gangbusters. The bad-an adjacent part failed in its transition. The ugly-if you're in a large company with globally distributed teams, it's not hard to torpedo Scrum adoption. Steve Spearman and Heather Gray describe Scrum adoption challenges for a multi-million line, monolithic system developed across multiple locations worldwide. They share the techniques and tools that helped them implement Scrum in just two project cycles and the reasons part of the company failed to make the leap.

Steven Spearman, AgileEvolution
Scaling Agile at Dell: Real-life Problems - and Solutions
Slideshow

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

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