Process

Articles

The Marriage of Lean, Scrum and Extreme Programming (XP)

Many flavors of Agile have emerged: Scrum, Lean, Feature Driven Development (FDD), and Extreme Programming just to name a few. These methods have numerous complementary and distinguishing features, but the gamut of choices can be confusing and disorienting - as if being told to choose the best from 31 flavors of ice cream. Return on Investment (ROI) is important to me, so Lean must be the answer. But wait, I also want to be agile with my business priorities so I’ll choose Scrum. We are left wanting a simple question answered: “Which Agile method should I choose for my organization?”

Geoffrey Bourne's picture Geoffrey Bourne
Agile Removes Limitations—You Must Now Change the Rules

If you're practicing agile methods but continue to reach back to the rules and structures your organization used before adopting agile, you might be asking for more trouble than you know. In this article, George Schlitz discusses the mingling of old and new rules in organizations in different phases of agile adoption and offers a four-step method to help sort out the confusion.

George Schlitz's picture George Schlitz
Agile Developer’s Journal: A Day in the Life

People are creatures of habit, particularly programmers: We seek consistency, whether it is the tried-and-true waterfall/SDLC method or our morning routine of reading the newspaper with a hot cup of coffee. Companies or projects looking to adopt an agile process neglect the fundamental concern of an individual developer: "What will my day to day look like working in an agile environment?"

Geoffrey Bourne's picture Geoffrey Bourne
The "One Right Way"

For those who believe there has to be one right way to do something, especially in software development - there can be. But that one way isn't likely to come from a single individual. Through collaboration and teamwork, some of the greatest single ideas have evolved.

Lisa Crispin's picture Lisa Crispin
Create and Maintain Product Roadmaps using Agile Principles

Anupam Kundu describes an agile-enabled framework for product managers, project portfolio managers, and IT executives to develop and maintain a dynamic and flexible product roadmap. The product wing of the digital division of a publishing house adopted this collaborative framework to to charter their product roadmap and simultaneously enable their project team to see and understand the “big picture”.

Anupam Kundu's picture Anupam Kundu
Agile Performance Testing

Approaching performance testing with a rigid plan and narrow specialization often leads to testers' missing performance problems or to prolonged performance troubleshooting. By making the process more agile, the efficiency of performance testing increases significantly—and that extra effort usually pays off multi-fold, even before the end of performance testing.

Alexander Podelko's picture Alexander Podelko
The Decline and Fall of Agile SCM—and the Rise of Lean SCM

There are definite signs of Agile methods (with a capital A) may be losing mind share or, at the very least, suffering from a certain amount of perhaps over-hype or over familiarity. Or maybe it is just the rise in cases of AFS (Agile Fatigue Syndrome). For some, agile is giving away to the rise of lean software development. Where will it end?

Value of Configuration Management by Agile Professionals

Mario Moreira surveyed recently surveyed agile professionals to find out just how valuable CM processes and tools are to them. While there was a noticeable difference in opinion between different responder age groups, the overall response was overwhelmingly positive in CM's favor.

Mario  Moreira's picture Mario Moreira
Performing a Simple Process Health Checkup

Does your software development process need tuning? How can you tell if it isn't running as well as it could be? In this week's column, Jeff Patton offers a diagnosis checklist for your team to help assess the vital statistics of your current development process.

Jeff Patton's picture Jeff Patton
The Cost of Coexistence

Some organizations want to make the transition to agile, but aren't ready to trade in their old ways overnight. They'd rather spend some time getting to know agile—letting it coexist alongside already established, traditional methodologies. In this article, Michele Sliger and George Schlitz explain that such coexistence is possible, but that there is a cost of coexistence of which all organizations should be aware.

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