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Agile at Scale: 7+7 Practices for Enterprise Agility

Part II of II - Seven Additional Practices For Enterprise Agility

In part I of this Article, we noted that the benefits of agile software methods, including faster time to market, better responsiveness to changing customer needs and higher quality are undeniable to those who have mastered these practices. However, these practices have been developed and refined in circumstances characterized by small, co-located teams with ready access to a customer. Can enterprises building applications that require hundreds of distributed team members benefit from these practices, or are they forever doomed to large, late, stage-gate and waterfall-like results?

TechWell Contributor's picture TechWell Contributor
Short Takes on Software Development and Life

The Our Take column in StickyMinds.com's StickyLetter presents parallels between the world of software production and the world at large. Here are some previous musings by past editor Pamela Young.

Pam Young's picture Pam Young
Using Mocks to Verify Interactions

In the March 2006 issue of Better Software magazine, Dan North began a discussion of the evolution of behavior-driven development from test-driven development. Here, North continues the conversation with closer look at "mocks," utility classes that, for testing purposes, pretend to be some component or service with which your object will interact.

Dan North's picture Dan North
Seven Agile Team Practices That Scale

The benefits of agile software methods, including faster time to market, better responsiveness to changing customer requirements and higher application quality are undeniable to those who have mastered these practices. Agile practices, however, have been defined and recommended primarily to small team environments where co-location, ready access to interactive customers and small team size are the defining rule.  Are the benefits of agility to be denied to those larger software enterprises who don't share these simple paradigms? Or can the industry learn from these practices and apply some of the core principles to large scale development of applications that require 100, 200 or even 1,000 distributed team members to achieve?

TechWell Contributor's picture TechWell Contributor
Agile Processes: Making Metrics Simple

Ross J. Pettit explains that IT organizations, and in particular application development departments, are increasingly under pressure to provide performance and compliance metrics to justify annual spend. By comparison, agile processes are uniquely well suited to metrics, providing measurements transparently and consistently as an extension of day-to-day operations.

TechWell Contributor's picture TechWell Contributor
Who Do You Trust?

When writing quality code, Tod Golding feels like an ultra-paranoid customs agent. Every method clients try to pass is scrutinized for ill data. Because we all want to write robust code, we become defensive programmers. In this Code Craft, Tod shows how you can write defensive code today to protect yourself tomorrow.

Tod Golding's picture Tod Golding
Agile Processes: Making Metrics Simple

IT organizations and, in particular, application development departments, are increasingly under pressure to provide performance and compliance metrics to justify annual spend. Unfortunately, many metrics campaigns collapse under their own weight. 

StickyMinds Editorial's picture StickyMinds Editorial
Strengthening Your Speaking Savvy

Speaking at a conference can work wonders for your credibility. Delivering a presentation is an opportunity to share your insights, convey valuable information, and gain a reputation as an expert on your topic. Provided you keep a few key points in mind. In this article, Naomi Karten offers suggestions for successful presentations.

Naomi Karten's picture Naomi Karten
Relating PMBOK Practices to Agile Practices - Part 1 of 4

Michele Sliger understands the difficulties traditional project management practitioners go through as they transition from plan-driven approaches to newer agile methodologies. In this column, the first in a four-part series, Michele discusses the initial key area of PMBOK: integration management.

TechWell Contributor's picture TechWell Contributor
Do We Have to Choose Between Management and Leadership?

Do organizations need fewer managers and more leaders? Do the qualities of one outweigh those of the other? In this article, Esther Derby defines leadership and management, and shows how one test manager incorporates both.

Esther Derby's picture Esther Derby

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