Interviews
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Agile Resiliency: An Interview with Jeff Dalton
Video
Jeff Dalton is an author, a consultant with more than twenty-five years of software process improvement experience, and president of Broadsword, a management-consulting firm. In this interview, Jeff talks about agile resiliency and large organizations making the agile transition. |
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How Depersonalizing Work and Managing Flow Can Humanize the Workplace Using metrics such as cumulative flow to monitor throughput and quantitative thinking may not seem very humanistic, but by depersonalizing the work being done, we can focus our energies on solving actual problems instead of conducting a daily witch-hunt and shaming people into high performance. |
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Writing in an Agile World Sarah Johnson explains the role of writing in an agile world and how to educate your team members. Remember, agile takes into account that each situation is unique, and you need to determine what makes the most sense for your particular Scrum team. |
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STARCANADA 2014: When Testers Feel Left Out in the Cold
Slideshow
When you're responsible for testing, it's almost a given that you will find yourself in a situation in which you feel alone and out in the cold. Management commitment for testing might... |
Hans Buwalda, LogiGear
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Management Myth 28: I Can Standardize How Other People Work Johanna Rothman writes that organization-wide standards don’t help if management imposes them. If people ask for help with standards, then you can provide local help to each team. And if the teams are part of a program where you have one business objective common to multiple projects, make sure the program understands the problem. |
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Big Agile: Enterprise Savior or Oxymoron? Lawrence Putnam explains whether or not big agile is an enterprise savior or an oxymoron. What if agile only works when teams and projects stay relatively small? That’s the question most CIOs want answered before investing scarce time, energy, or resources chasing the big agile paradigm. |
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Communicating Effectively in Agile Development Projects In today’s fast-paced workplace, software developers and project managers are confronted with a painful paradox. They are faced with continual pressure to accelerate the development process, but this “need for speed” can result in communication failures—and the accompanying project and quality problems. |
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The Self-Abuse of Sprint Commitment Adam Yuret explains what can go wrong when teams blindly commit themselves to sprints; collaboration and quality suffer when we pressure people to work themselves to death by forcing them to promise things they cannot yet understand. Investing in systems-thinking approaches to improve the lives of our workers will pay dividends in improved quality, engagement, and creativity. |
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Management Myth 27: We Can Take Hiring Shortcuts Hiring is difficult to do well, Johanna Rothman writes in her latest management myth piece. Because everyone who is looking to hire has a job, they think they know how to hire. But it’s not easy. You want to hire the best people you can who fit the team and the organization. |
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Using Goals, Objectives, and Assumptions to Model Value (or Not) Kent McDonald writes that identifying objectives and the assumptions underlying them provides you a way to measure whether the result of your project will actually get you closer to what you are trying to accomplish, as well as the impact your various assumptions have on reaching that objective. |
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