agile transition


Embracing Change and Complexity Embracing Change and Complexity

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.

Louis Taborda
Magic of an Agile Transformation Seven Things to Do before Starting an Agile Transformation

Where does innovation come from, and how do we get there? Building the next great product may require companies to undergo an agile transformation.

Laszlo Szalvay's picture Laszlo Szalvay
Empowering Agile Teams

Teams, when truly empowered, will always make better decisions than any one individual. Where can you empower teams as you adopt agile?

Jean Tabaka's picture Jean Tabaka
Project Portfolio Management: An Interview with Johanna Rothman

Johanna Rothman is a management consultant, regular columnist, and AgileConnection’s technical editor. Johanna talks about the year in software, the rise of project portfolio management, and whether we will continue to see organizations adopt agile in the new year.

Jonathan Vanian's picture Jonathan Vanian
Five Dysfunctions of Agile Teams

Is your agile team not reaching their potential? They may be suffering from internal dysfunctions that contribute to less than optimal results. When core dysfunctions are left to fester, the end result may be a late or failed project-and the cause will be chalked up to “that's just the way agile sometimes is.” Based on his coaching work with hundreds of agile teams, Bob Hartman presents an agile team dysfunction model and identifies the five most common dysfunctions-Leave me in my silo, When we communicate it’s only by email, Others make commitments for us, Don't blame me because I didn't do it, and Worship the heroes. Bob shows how to determine dysfunctions, communicate them, and, most importantly, help teams get past them. Learn how teams can reach their full potential and even achieve greatness once they fully understand their weaknesses, and embrace practices and efforts necessary to overcome them.

Bob Hartman, Agile For All
Agile Leadership: Where Do Managers Fit?

When adopting agile software development, many of the agile roles and practices focus on the team and its members. So, where does that leave the managers-project managers, software managers, IT directors, etc? Based on his many years as an agile coach, Skip Angel answers these questions and explores the role of leadership in software development. Skip discusses common challenges agile team face and how managers within the organization are needed to address those challenges. Explore areas in which both the team and the organization value leadership: team structure and reporting; coordination among teams and teams of teams; team space, facilities, and infrastructure; mentoring and training; and optimizing processes, especially where they touch other parts of the organization.

Skip Angel, BigVisible Solutions
Growing and Nurturing Coaching for Sustained Agility

Where agile thrives, great coaching is present. Whether formal or informal, coaching is a key ingredient for successful and lasting agility. Unfortunately, many people call themselves coaches yet they fail to do any real, helpful coaching. David Hussman presents tactics for growing coaching in your organization. He begins by focusing on finding coaching candidates-what skills and attributes they need-and then engaging them to grow their coaching capabilities. From there, David walks through pragmatic coaching tools that foster appropriate ceremony and meaningful coaching opportunities. He teaches you how to develop a process that helps teams draw on their experience while overcoming their unique constraints. Leave with new ideas for helping with backlogs, working out estimation challenges, keeping stand up meetings lively, and getting developers to stop just talking about testing and really start doing it.

David Hussman, DevJam
Getting Executive Management on the Agile Bus

Much of the focus on agile transitions is on the team. However, the business side of an organization and the managers that lead it are not particularly interested in the mechanisms of agile teams and processes. They want faster time to market, schedule flexibility, predictability, visibility, better quality, and useful metrics. In other words, they want to know about things that help them get to success and that show when they've achieved it. Alan Shalloway describes agile development from an executive's point of view. Rather than focusing on the "how" of agile, he talks about the "why." Alan highlights ways for you to communicate to executive management how agile teams enable what they are trying to accomplish. Find out how improving time-to-delivery can drive higher quality into software development while driving waste out of the development organization.

Alan Shalloway, Net Objectives
Practices, Principles, and Values: Moving Beyond Dogma to What Works

The concept of software process improvement is not new. Many methods have been defined to conduct and pursue improvement. We never seem to lack for “improvement” ideas, as if they are fresh and exciting-which they often are not. Maybe that's because so much of what has been espoused through the years has not worked. Hillel Glazer examines long-held assumptions about process improvement, proposes plausible flaws, and reveals new levels of understanding that have facilitated breakthroughs in high performance. Hillel looks at what happens when there is too much focus on practices, when the underlying principles aren't honored, and when basic values aren't internalized. We see too much arguing over practices instead of working toward results-too much worrying about compliance to some dogma instead of moving forward with what’s really working.

Hillel Glazer, Entinex, Inc.
Agile Customer Validation Vision

When applying validation, should you limit yourself to the end-of-sprint review or demo—the practice most people associate with agile validation—or should you utilize other validation types where customers provide feedback? Where do the customers who attend validation sessions come from? In this article, you will learn about the importance of the ACVV and how to establish a vision to benefit the product and each project therein.

Mario  Moreira's picture Mario Moreira


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