The Latest

Collaborative Leadership: A Secret to Agile Success[presentation]

When members of a development project are asked to become a self-directed agile team, some claim that leadership and leaders are obsolete. Or, is a different type of leadership exactly what agile teams need to truly flourish?

Pollyanna Pixton, Accelinnova
Beyond Best Practices: Keeping Agile Agile[presentation]

Adopting "best practices" seems to be an intrinsic part of the transition to agile-with many organizations creating special process teams and hiring methodology consultants to implement and enforce best practices.

Dan North, ThoughtWorks
Do the Right Thing: Adapting Requirements Practices for Agile Projects[presentation]

Some agile teams rely on user stories alone to articulate requirements, struggle with requirements rework on large agile projects, and spend too much time thrashing on requirements during iterations.

Ellen Gottesdiener, EBG Consulting, Inc.
Behavior-Driven Database Design[presentation]

Agile methods focus on creating executable code quickly and with fewer defects. But what about the database? The database is "the" component of the application that is thought to be the least agile and often excluded from agile development.

Pramod Sadalage, ThoughtWorks Inc
Value Stream Mapping - Extending Our View to the Enterprise[presentation]

What if the process improvements you are trying to make are not where your real problems lie? Assuming where your problems are is often the biggest problem.

Alan Shalloway, Net Objectives
Secrets of CMMI for Agile Organizations[presentation]

Are you convinced that agile development methods and process improvement methods such as CMMI® don't go together? Have you been the victim of a ton of process overhead dropped on your head? It doesn't have to be that way.

Jeff Dalton, Broadsword Solutions Corporation
Agile Project Metrics[presentation]

Agile projects and traditional projects are tracked differently. The key difference is that agile projects track outcomes; traditional projects track activities.

David Nicolette, Valtech Technologies
Calling all Agile Skeptics - the Curious, and Die-Hard, Non-Agile[presentation]

Not convinced about agile? Curious about this new approach, but not sure it makes any sense? Does it feel like agile goes against everything your experience tells you is the right thing to do?

Damon Poole, AccuRev
Driving Agile Transformation from the Top Down[presentation]

While agile practices are starting to make their way into large enterprises, in most instances this has been a "bottom up" movement driven through grassroots efforts.

David Wilby, Borland Software
Driving User Stories from Business Value[presentation]

Implementations of agile and Scrum typically employ user stories as the primary method for discovering requirements. User stories provide the mechanism for the fast, flexible flow of ideas into completed increments of software.

Guy Beaver, Net Objectives
Refactoring: Where do I Start?[presentation]

Since Martin Fowler completed his now-classic work Refactoring: Improving the Design of Existing Code, few programming practices have been more effective-and more controversial-than refactoring.

JB Rainsberger, Diaspar Software Services
It Takes a Village: Organizing to Fulfill the Product Owner Role[presentation]

At Yahoo!, the product owner role is defined as the "single wringable neck" who ensures that software products and projects deliver value.

Ronica Roth, Rally Software
Pragmatic Agility[presentation]

What is agile software development all about? Why is it fundamentally different from other approaches and will it work for you and your organization?

Andrew Hunt, Pragmatic Programmers
Re-thinking Scheduling: Parkinson's Law Inverted[presentation]

The Empire State Building-the tallest building in the world for over forty years-took just 13½ months to build. Amazing as this may seem today, it was not remarkable at the time; most skyscrapers were built in about a year.

Mary Poppendieck, Poppendieck LLC
Agile Contracting[presentation]

Many software development organizations work within the bounds of contractual agreements where the limitations imposed by the "Iron Triangle" of fixed timelines, budgets, and scope challenge their ability to embrace change and focus on value

Rachel Weston, Rally Software Development

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