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Agile Palooza DC 2010 - Sanjiv Augustine - Intrinsic Motivation and Agile Performance Management
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Agile Palooza DC 2010 - Sanjiv Augustine - Intrinsic Motivation and Agile Performance Management

Bob Payne's picture Bob Payne
How to Create the Perception of Urgency

My lunch-mate and I were seated quickly. Time passed, yet no one took our order. I’m not the most patient person in the world, but on this occasion, I was willing to wait my turn.

Why? Because the waitresses were dashing about breathlessly. They never just sauntered. They never moseyed. They never even dillydallied. They hustled and bustled, racing from table to table, into the kitchen, out of the kitchen, somehow managing never to spill a drink or drop a tray.

Naomi Karten's picture Naomi Karten
Reducing Surprise: Another Feature of Good Project Management

The portions of projects that are not yet complete occur in the future. Since the future is an uncertain place, there will always be surprises. Some surprises are so obvious that they should hardly be called surprises at all. This is the kind of surprise that project management helps to avoid.

Payson Hall's picture Payson Hall
2011 Prediction: Organizations will Continue Applying Agile Strategies at Scale

With all of agile's documented successes, the methodologies are being used in areas never before seen. Scott W. Ambler looks into why agile is as popular as it is, and why its popularity will only increase in the future.

Scott W. Ambler's picture Scott W. Ambler
Writing Good Test Cases

We all know writing test cases is an integral part of the testing activity. In order to write good test cases, we must first understand what a test case is and why we need to write test cases. Can’t we live without writing test cases?

Anand Gupta's picture Anand Gupta
The Seven Dimensions of Agile Software Projects

Looking for an agile refresher? Here, Jurgen Appelo applies his seven dimensions of software projects—people, functionality, quality, tools, time, value, and process—to what he believes are the fundamentals of agile. And, for those who might disagree, he suggests an eighth dimension that brings its own value to agile: conflict.

Jurgen Appelo's picture Jurgen Appelo
I’ve Got Your Back

Having similar motivations and processes may help to establish a team, but you and your coworkers won’t be the best teammates you can be until you also have each other’s back. Here, Johanna Rothman and Gil Broza describe valuable approaches to whole-team support, including banking trust and building shared responsibility.

Johanna Rothman's picture Johanna Rothman Gil Broza
Agile Predictions for 2011

What is your Agile weather report for 2011? Some have sunny Agile efforts ahead. Some are looking across the Agile landscape and into the clouds, some are looking to get introduced to agility, and others are considering strategies for Agile deployments. As we gaze in the horizon, what do we think will be hot in the Agile landscape and improve our working lives? What might be some of the latest shifts in the Agile industry in the upcoming year?

Mario  Moreira's picture Mario Moreira
PRINCE2 and Agility: Gearing for Balance

Welcome to the second article in this two part series. Last month we looked at some of the problems that are commonly associated with Agile Methods when they are viewed in the context of process rigor. We saw that a reconciliation between emergent and prescriptive disciplines can be achieved via a model of orthogonal standards and frameworks. We contrasted that model with the more commonly assumed “continuum” hypothesis, which locates predictive and emergent processes at opposite ends of a methodological spectrum.

This month we will explore in more detail the remedial, standards-based approach adopted by Codeworks DEV. We’ll show how a specialised, tool-supported, configurable toolset can be used to leverage Agile Methods across multiple PRINCE2 projects at both delivery and programme levels.

TechWell Contributor's picture TechWell Contributor
Agile Manifesto – The Truth Behind Those Principles

In this series, I shall be examining the twelve principles of the Agile Manifesto, to tell you why they exist, for they did not appear out of thin air and are therefore in response to some need that we had or have. In the process, I shall also tell you why most of these principles are overly idealistic in their expression and what I think they really ought to say. I am not trying to tell anybody what is right or wrong, this is not a morality debate. I have a great deal of admiration for the ideals that are expressed in the twelve principles (or most of them anyway) it is just that they are misstated and are therefore widely misunderstood.

TechWell Contributor's picture TechWell Contributor

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