Len Whitmore writes on using agile practices for the development of software. In the ten years since the Agile Manifesto, the agile development domain evolved, as evidenced by such things as the six levels of planning: strategy, release, iteration, daily, and continuous, with strategy appearing to be the least evolved of the planning levels.
If you asked anyone in my team what agile practice is most responsible for our success over the past eight years, I bet they'd answer "retrospectives". At the start of every two-week sprint, we spend time talking about the previous sprint, identifying areas that need improvement, and thiinking of ways to overcome obstacles. But I wonder if it's not so much the retrospectives themselves, as the small experiments (to borrow Linda Rising's term) we try to address our problem areas.
The tag-line for Feature Injection is "As we pull value from a system, we inject features." So before we can start, we need to identify the business value. But how do we do that? This edition also expands on the 20/20 vision conference concept.
Companies using agile development must recognize that they won’t reap the benefits of agile without the correct organizational philosophy. Companies often don’t even realize that they are following a path that can limit agile adoption. Here, Charles Suscheck describes two organizational philosophies—one that is adverse to successful agile adoption and one that facilitates the agile processes.
Teams trying out Scrum might not be able to justify a full-time ScrumMaster to the organization, so the role is filled by a contributor on the team. This can be a challenge and, if done incorrectly, a problem. Learn some potential issues to be aware of and how to make the hybrid role work.
It is sensible to want to avoid the head-butting sort of competition—that is, arguing for the sake of arguing. But, differing opinions and styles can be a good thing. Competitive forces have driven markets, innovation, and civilization for millennia. Here, Jurgen Appelo takes a look at some of the various approaches to agile development and what they bring to the table.
Your issue-tracking and version-management systems are powerful tools that you can use to help you manage change and improve team and individual productivity. This article provides some simple advice on how to use your tracking system to be more productive without introducing excessive overhead.
Assembling a group of people and declaring them a team doesn’t make them one. Do you have the conditions necessary for the team to form? What activities have they completed to help them find an identity, their purpose, and how they’ll interact with each other?
Vinay Krishna explains why agile development includes testing and coding concurrently, which is also what test-driven development emphasizes. The transformation from coder to developer to tester is needed in all agile software development projects.
Many developers and testers are familiar with test-driven design (TDD), but how can managers use it to drive project implementation? In this article, John Goodpasture offers a guide to TDD design from the project manager’s perspective.