Retrospectives are a great way for teams to inspect and adapt their methods and teamwork, and they're a great way for teams to build on success and learn from hard times. Retrospectives take a critical look at what happened during an iteration (or part of a project) without being critical of people. But not everyone realizes that, says Esther Derby, so in this column she outlines how to approach retrospectives in the most productive way.
Six Sigma tools, which follow the DMAIC methodology and are explained in this paper, could increase testing productivity and improve efficiency during testing. This paper also reviews a case study in which test productivity was improved though the usage of Six Sigma tools and techniques.
Segundo Velasquez takes a minute to sit down with Bob Payne to discuss a variety of topics in this informative podcast. Segundo and Bob were both attending Agile 2007 when they took the time to record this great conversation.
Often, our agile teams are made up of junior and senior people. Some of these people tend to be more domain focused, such as understanding financial services, while others are more engineering focused, with expertise in software architecture and programming languages. While this mix is generally beneficial from a synergistic point of view, it can also create friction during development - friction that requires active management attention and a proactive balancing of the relative quot;skills scales.quot;
Behavior Driven Development (BDD) is not a revolution in software design, but rather an evolution in how we software engineers think about program design. In this article the author introduces Behavior-Driven Development, explore the rationale behind it, and introduce Open Source tools—some new, some familiar, that you can use to get you started.
New, in-depth research shows that people move through distinct stages or levels as they become agile leaders. At each new level, managers gain new capacities that make it more natural for them to lead in an agile manner. This article outlines three levels of leadership agility and shows how managers at each level of agility lead projects, lead teams, and engage in pivotal conversations. It ends with a few pointers about ways to assess and develop your own level of leadership agility.
This article explains earned value management and explores how the metric can be used to improve project and business processes.
Agile works. Early adopters, working largely by instinct, have seen good success. To go to the next level, instinct alone is not enough. As we face more complex and uncertain environments, as we face the need to scale to the enterprise, we need to apply intelligence and knowledge, guided by experience. Knowledge about why Scrum works.
If you ask computer users for their assessment of software, most are dissatisfied. Software is seen as inconvenient, slow, and plagued with errors. The aim of this article is to bring together tried-and-tested measures for counteracting this phenomenon. In so doing, both process standards and reference models such as CMMI® and SPICE™ will be analyzed, as will agile methods.
Our perception of quality includes objective and subjective factors. In this week's column, Jeff Patton explains the difference between the two and proposes we forget those differences so we can start viewing the two as equals.