The Latest
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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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Agile Development Practices 2008: The Agile PMP: Teaching an Old Dog New Tricks[presentation] Agile methods put a great deal of emphasis on trust, empowerment, and collaboration. Agile moves us away from command and control project management toward an approach designed to harness the passion, creativity, and enthusiasm of the team. |
Michael Cottmeyer, VersionOne, Inc.
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Agile for Business Analysts[presentation] A prevailing myth in the software industry is that business analysis requires a bloated requirements elicitation and documentation process. |
Bob Hartman, Agile For All
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Integrating Enterprise SOA Architecture with Scrum Development Methodology[presentation] Many processes used to implement an enterprise architecture are in conflict with the agile development approach. An effective enterprise architecture framework represents the organization as it is today and as it is envisioned in the future. |
Steven Driver, Airlines Reporting Corporation
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What are they Doing Down There? A CIO's Perspective on Agile Software Development[presentation] What are the factors critical to the success of a CIO? How can a CIO consistently deliver business value? Do development teams, in general, and agile teams, in particular, understand how to contribute to this success? |
Niel Nickolaisen, Headwaters, Inc.
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Test-Driven Everything[presentation] When you hear people talk about test-first or test-driven, you probably think of testing the code. Test-driven practices help developers reduce defects and increase the value in the code and the designs they deliver. |
David Hussman, DevJam
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From Concept to Product Backlog: What Happens Before Iteration Zero[presentation] Many agile methodologies start with a product owner walking into a room with a pile of money and a stack of prioritized story cards and then telling the development team to start building a system. |
Gerard Meszaros, ClearStream Consulting
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Are We There Yet? Defining "Done"[presentation] "Are you done yet?" The answer to this question may sink your career, your team, and your project. If you respond with a "yes," you may be forced to take on additional work you can't handle. |
Mitch Lacey, Mitch Lacey & Associates, Inc.
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Overcoming the Pitfalls of Transitioning to Agile[presentation] If you've been trying to change your organization so that your projects are more agile, you may have encountered several problems-one is that it's difficult to have product management, senior management, and functional managers work together |
Johanna Rothman, Rothman Consulting Group, Inc.
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Seven Years Later: What the Agile Manifesto Left Out[presentation] Although the Agile Manifesto has worked well to help many organizations change the way they build software, the agile movement is now suffering from some backsliding, lots of overselling, and a resulting backlash. |
Brian Marick, Exampler Consulting
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Agile Ethics and Values[article] Why use agile methods? You've already heard enough about how agile allows software development organizations to do more with less. In this column, Michele Sliger offers a completely different reason—one that's often overlooked but nevertheless critical. |
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An Evolutionary Path for Agile?[article] While doing some research for an upcoming article, some thoughts gelled about where Agile Software Development lies on its evolutionary path. I was procrastinating somewhat, and while poking around some aviation-related sites I saw an image of a jet engine used on the current crop of regional jets. |
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Handling Conflict on Agile Teams: What to Do When a Team Member Complains[article] You've probably seen it on Agile teams: conflict seething just below the surface. Barely disguised disregard, sidelong glances, rolling eyes, words that halt conversation for an eternal heartbeat while people think, "Was that meant to be a put down? Did she really just say that?" |
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Group Coherence for Project Teams - A Search for Hyper-Productivity[article] Group characteristics and group dynamics are invisible to most of us. We are not trained to detect them, let alone manage them. Our work is influenced by much more than what we see. This can make project success (and failure) sometimes appear to be random. |
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Infrastructure Envisioning[article] I have seen many Agile projects, particularly those focused on brand-new product lines, struggle with getting their infrastructure up and running. Much of the reason is the time and effort that is needed to get infrastructure established far exceeds the time it takes to start development using an Agile method, effectively the first iteration. Typically the approach used to establish infrastructure is ad hoc and often not always aligned with the needs of the project. Therefore, a task must be identified to establish infrastructure. The question then is, how to best approach the establishment of infrastructure for a project using Agile methods? We do not want to build excessive infrastructure that may constrain us in the future yet we want to establish enough to keep us stable and productive.
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