The Trouble With Retrospectives Within the Agile community retrospectives are widely seen as the mechanism for promoting learning and change. But many teams fail to hold retrospectives, or fail to act on the findings, thus they fail to learn and improve. If we are going to fix this we need to change our approach to retrospectives, and find new ways to learn and create change. |
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Architectural Envisioning on Agile Projects One of the common misperceptions with agile software development is that agilists don't "do architecture." This completely ignores the 11th principle of the Agile Manifesto which states that the best architectures evolve over time. In this article Scott Ambler overviews an agile practice called "architecture envisioning" which enables you to gain the value from modeling without the cost of needless documentation. |
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Retrospectives: A Case Study on Techniques for Incremental Improvement In this article we describe our work with teams that were spread between the US and India, and with the unavoidable cultural difference. We used a facilitated retrospective to discover the most challenging issues in the process and, just as important, to build a team and increase trust between team members. In later work with the teams, we noticed the immediate positive impacts on the people and the process. |
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Software Architecture Challenges and Significance in an Agile World At the core of all software solutions are underlying software architectures. The architectures reflect initial assumptions about how products fit together, which features are of value to customers, what are the expected integration points, with which related technologies. As software products find acceptance among customers, and technologies continue to evolve, the creators (vendors) of these solutions eventually find the need to adapt underlying architectures. Agile provides a means of doing this early in the product lifecycle and with continual review that provides the creator with the ability to adapt quickly and effectively to changes is the marketplace. |
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Opening the Door to Better Open Door Policies Many managers claim to have an open-door policy. They want to be available to their employees. But do they really have an open-door policy, or is it a handy name for a commendable intention? Naomi Karten describes the flaws in open-door policies and offers suggestions for making them work. |
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Project Negotiations and the Iron Triangle Negotiation skills are useful in life and essential for professional success. This week, Payson Hall provides a short tutorial on project negotiations that includes a technique to help you look for solutions. The use of motivation and the "Iron Triangle" is a good starting point. |
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Lessons Learned About Starting a Development Group in India, Part 3 In this closing segment of a three-part series, Peter Clark explains how he and his company took lessons learned from their first failed attempt at establishing a software development group in India and developed a new and successful plan the second time around. |
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Role of Management in an Iterative and Agile Software Development Environment This article discusses the role of management within iterative and agile software development and project management. The author shares his personal experience as a software engineer who started out in the traditional way of software development, and along the way discovered a much better way—iterative and agile software development and iterative and agile project management. |
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Knocking Down Silos: Transitioning the Enterprise to Agile In this article, the structure of the misaligned IT organization is revealed as process-centric silos which have created an ever-widening chasm with business clients that the enterprise organization is supposed to serve. |
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Agile Conversations This article is a collection of conversations that demonstrates some of the tangible and intangible benefits of successful agile implementation. Some of the conversations were written down during sprint retrospectives, but others were documented as part of a concerted effort to simply observe some of the behaviors and dialogues of collocated individuals in a real agile environment. |
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