Jean Tabaka believes in the power of an entire agile organization. These ten characteristics of an agile organization may seem counter to market success, but she explores why they are wholly embedded in twenty-first century business success.
Pair programming is an Agile practice that has been shown to greatly improve code quality without a huge increase in development time. This article explains the ins and outs of pair programming and some things you need to consider before you tell team members to grab a partner and get programming.
Whether you're working on a collocated or a distributed team, it's important to take stakeholder requirements into account: "Who" are they and "where" are they located? In this article, Mary Gorman offers some tips to help you narrow the gap between thinking and acting globally and locally.
Allowing an individual to hold a project hostage to his knowledge and expertise is bad for the project and for the team. Fiona Charles describes one captive project and shows how it could have been remedied.
How do you adapt inspections to a twenty-first century distributed workforce? A key part of the inspection process is the team meeting, which provides peer pressure to participate and consensus on defects. Teams working in multiple time zones have limited opportunities for the team meeting. A list of requirements and the functions needed to solve this problem based on real-world experiences should help anyone faced with this problem.
Developing an accurate prediction process is complex, time consuming, and difficult. But, basing predictions on causality rather than correlation and learning how to "predict the past" can help us gain confidence in the validity of our work.
It can be difficult to explain to your customer why cutting half of the features doesn't cut half of the time and cost. Every software project has fixed costs that often get overlooked in project planning—setting up development environments, ramp-up, building frameworks, and setting up configuration management to name a few. Read on for some ideas on how you can position this with your customer.
Town crier, elevator operator, gas lamp lighter, carbon paper distributor, telegraph operator—you probably haven't seen many help wanted ads for these occupations lately. Why? Because these occupations are gone—obsolete, unnecessary, outdated. We just don't need them anymore. When new paradigms are created, new jobs are often created with them. And sometimes, existing jobs are no longer relevant.
For organizations trying to do more with less in the current economy, knowing where to turn for help can be a big question mark. But as Laszlo Szalvay of Danube explains, Scrum is one possible solution. This agile method of project management is quickly transforming the way software is developed by bringing teams together through frequent communication and high-impact collaboration, resulting in increased productivity and an ability to build a better product faster.
It's easy to get caught up in the inertia of a project and forget to ask exactly what we are developing, who our customers are, and what their goals with our software might be. Few software projects have the time and budget to figure out what their project is through trial and error. Getting clarity on project focus not only helps productivity, working to create software that people actually need increases our chances for success.