By understanding the context in which their existing practices were meant to work, teams new to agile can more easily decide which of those practices still make sense and which are simply security blankets.
Louis J. Taborda explains that in order to be successful, we need to be able to embrace both change and complexity while being agile. The more quickly we develop software and the greater the sophistication of the solutions we build, the more difficult it is to maintain agility.
Alexei Zheglov reflects on his startup experience and David Anderson’s kanban method in light of Eric Ries’ lean startup movement. Making the most of both approaches requires understanding how they relate to each other.
How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available? What happens on your project? Does it wait until The Expert is available?
Training people and introducing new ideas requires more than just clear, factual explanations or theorems. Brian Bozzuto explores how games, simulations, and other exercises play an instrumental role in helping people be comfortable enough with new ideas that they choose to put them into practice.