Novices are often hampered by test-driven design's legacy terminology and notation. Behavior-driven development shifts the emphasis from testing to specification. Dan North describes how behavior-driven development makes established agile practices more accessible and effective for teams new to agile.
After a conversation with a stranger about the abuses of process in an industry that features spaceships, technology, and an oddball rebellion against a controlling empire—no, nothing to do with Hollywood—Matthew Heusser ponders a simple dose of process improvement.
Though the term "agile" isn't often ascribed to the ways of software configuration management, Steve Berczuk offers some ways in which applying the principles of agile SCM can help teams work more effectively.
What do you do when assigned the role of project customer, with a team that has never worked with a customer, building an application that was barely thought out? Sound like a nightmare? It doesn't have to be. Find out how one project manager beat the odds to produce a high-quality, on-time release.
We're pleased to bring you technical editors who are well respected in their fields. Get their take on everything that relates to the industry, technically speaking. In this issue, Brian Marick suggests three ways to combat recidivism on your projects.
What does dental floss have to do with automated functional testing? More than you might think. Learn from one Agile practitioner how you can apply the tenets of good oral hygiene to your functional tests for requirements artifacts so effective they'll make you smile.
All code is not created equal. Learn from a master of the craft how to spot bad code and mold it into good. This month, Mike Clark explains how moving code from one class to another to make it reusable can save you time in the long run.
Grandma cooked her roast a certain way, and now you're repeating the process without knowing why you have to trim the ends off an uncooked roast even though the pan is adequately sized. Relic processes in many organzations fall trap to this mindset since the reason behind the action lost its meaning long ago. Lee Copeland calls these "IF ..., THEN ..." processes. When the organization loses sight of the IF responsible for the action, then you're left with what Lee describes as "a process without a context; a rule without a reason."
Every manager has a story to tell. Find out how one management professional tackles a fictional dilemma. The story may be made up, but the solutions are tried and true. In this installment, Michele Sliger tells the tale of the movement of a Program Management Office away from waterfall toward Agile.
Once upon a time there was an Agile requirements process and an ugly stepsister project. This might sound like the beginning of a fractured fairy tale, but it's a reality for many projects that don't fit the criteria for an efficient, effective requirements process. Language barriers, large teams, and tunnel vision are all things that can turn your project from Cinderella to stepsister. Find out how you can overcome these obstacles and get your team back to "happily ever after."