agile transition


flow chart Four Agile Tips to Eliminate Rework in Application Development

Your applications need to meet business needs, overcome complex processes, and provide instant results to customers. And, ideally, they’ll require minimal rework on your part. The first step to success is requirements definition. Here, Filip Szymanski offers some tips from agile methods that will improve your requirements—even if you haven’t otherwise adopted agile.

Filip Szymanski's picture Filip Szymanski
whiteboard Experimenting: The Way Forward for Agile Development Teams

If you asked anyone on my team what agile practice is most responsible for our success over the past eight years, I bet they'd say retrospectives. But I wonder if it's not so much the retrospectives themselves, as the "small experiments" (to borrow Linda Rising's term) we perform to try to address our problem areas.

Lisa Crispin's picture Lisa Crispin
End-to-End Agile Planning: Oxymoron or Powerful Release Planning Method?

It's a very common pattern. Agile methods don't seem to specify much in the way of preparation or strategies for project planning-so teams simply dive-in and start iterating toward a solution to their business problems. In some contexts, such as small-scale simple projects, this works just fine. However, what if your project is more complex? How do you determine a budget when you have a distributed or larger-scale project and no real requirements? In many real-world contexts, establishing a consistent and thoughtful baseline project plan can be an incredibly powerful contributor to your ultimate success. The good news is that you can do end-to-end planning and still "be agile." Bob Galen shows how to use the Crystal Clear's Blitz Planning approach, user story mapping, and other end-to-end planning techniques to establish a "proper beginning" and define a holistic map for your agile projects.

Bob Galen, iContact
Agile vs. Agility: Doing vs. Being

To be agile or not to be agile … that is not the question anymore; agile adoption is on the rise and there seems no turning back. The real question is whether we are focused on boiling agile down to a list of prescribed practices or are we dedicated to embracing and internalizing the core values and principles of agility. Ahmed Sidky explores why “doing” agile over “being” agile could be the reason some organizations do not produce hyper-performing agile teams. He challenges the current thinking of many agile proponents and suggests a solution to the problem. Ahmed offers a value-based roadmap for agile adoption consisting of five steps-collaborative, evolutionary, integrated, adaptive, and encompassing-to help teams and organizations embrace principles over practices. Ahmed helps you crystallize your thinking about the issue of agile vs.

Ahmed Sidky, Santeon
Mastering Dependencies in Your Product Backlog

Agile teams may unintentionally assume significant risk and excessive rework by not addressing dependencies in the product backlog. While the business defines the minimum requirements needed to deliver value and when to deliver that value-delivery dependencies-the agile team determines the necessary sequence of development-development dependencies. The challenge for everyone is balancing delivery and development dependencies. Taking a holistic approach to the product backlog enables the team to evaluate the impact of these dependencies and, as needed, adjust release and iteration plans. Ellen Gottesdiener and Mary Gorman share techniques they have used to master dependencies in backlogs.

Ellen Gottesdiener, EBG Consulting
Estimating Business Value

Agility focuses on delivering business value to the customers as rapidly as possible. So, how does the team assure the business that it’s delivering the most value possible in the right priority? It’s more than prioritizing user stories or estimating development effort with story points. Through presentation and interactive exercises, Ken Pugh explains how to estimate and track business value throughout an agile project. He presents two methods for quickly estimating business value for features and stories, and shows the relationship between business value estimates and story point estimates. Ken illustrates how to chart business value for iteration reviews and demonstrates what estimates really mean in both dollars and time. On a larger scale, Ken shows business value as a portfolio management tool for prioritizing feature development across many projects.

Ken Pugh, Net Objectives
Scaling Agile Adoption Beyond the Development Team

Given the success of agile at the development team level, managers are exploring the possibility of implementing agile methodologies across the entire product lifecycle organization-beyond software development. Managers who have launched such adoption efforts are uncovering many myths, misperceptions, and obstacles that derail their efforts before they really get started. Product delivery organizations fail to become agile because they don't really understand what makes agile teams work. Mike Cottmeyer describes an agile adoption roadmap that begins with an individual team and then demonstrates how multiple teams can work together to deliver more complex projects and portfolios. He expands the agile concept beyond the development team and shows how organizations can optimize their value stream across the enterprise.

Michael Cottmeyer, Pillar Technology
Coaching Agility--Producing Value

If you are an agile coach and your team or organization is struggling to adopt agile methods or is backsliding, this class is for you. David Hussman shares coaching techniques you can use to grow sustainable agility that lasts beyond the early iterations and the first few agile projects. David begins with a series of tools to help you build a solid foundation: assessments, pragmatic practice selection, chartering, and product planning tools. He shares his coaching experiences that you can adapt to help your teams establish a strong cadence while also building the essence of coaching within your organization. You'll learn to step back from prescriptive practices and use the agile principles and values to amplify existing strengths and address challenges. Whether you are new to agile methods or a seasoned player, David helps you grow your coaching skills and your ability to discover and deliver sustainable, real value.

David Hussman, DevJam
Enterprise Agile Adoption: Barriers, Paths, and Cultures

While agile adoption continues to grow rapidly in the software product development world, it has not been as widely adopted within enterprise IT departments. Even within a single company, different software organizations can have widely varied views on adopting agile concepts. Some groups are fanatical about the “A-word”; others are skeptical and dismissive. Using Medtronic as a case study, Mike Stuedemann examines the barriers to agile adoption within large, multinational corporations. He shares his experiences at Medtronic to illustrate the varied adoption paths that teams can employ to realize the benefits of agile within the enterprise. Mike learned that many of the supposed barriers to enterprise agile adoption were myths; others were real and really difficult to overcome.

Mike Stuedemann, Medtronic
Being There: War Stories from Collocated and Distributed Teams

Since the early days of agile, we've known that face-to-face communication is optimal. In fact, one of the twelve principles in the Agile Manifesto is, “Business people and developers must work together daily throughout the project.” So, what are the real differences between collocated and distributed teams with the advent of “closeness” technologies-Web-based meetings, shared project whiteboards, Skype, Wikis, video conferencing, and more? Through a series of stories about teams he’s worked closely with over the past few years, Michael Feathers explores the issues surrounding team collocation. Whether you are lucky enough to have your entire agile team together or are required to work apart most or all of the time, you'll discover new ways to encourage collaboration and build personal relationships. In the end, you'll arrive at your personal understanding of what "being there" means.

Michael Feathers, Object Mentor


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