agile transition
Conference Presentations
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Seven Years Later: What the Agile Manifesto Left Out Although the Agile Manifesto has worked well to help many organizations change the way they build software, the agile movement is now suffering from some backsliding, lots of overselling, and a resulting backlash. Brian Marick believes that is partly because the Agile Manifesto is almost entirely focused outwardly—it talks to the business about how the development team will work with it. What it does not talk about is how the team must work within itself and with the code. Even though those omissions were appropriate then, now more is needed. Teams starting agile need to know that more discipline is required of them, and that discipline is fruitless without a strong emphasis on skills. Teams need to recognize that success is not just fulfilling requirements. It is also increasing productivity and decreasing the consequences of mistakes. |
Brian Marick, Exampler Consulting
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The Four Pillars of Agile Adoption Now that the world has heard of Agile [1], they think–incorrectly–that the pieces of Agile they like best can be cherry-picked and used in isolation. Unless it is combined with Lean Thinking, agile software development can achieve only a fraction of its potential. Agile software teams are not sustainable for very long if they are islands in a sea of waterfall projects. This artcle examines four change processes that must occur simultaneously for agile adoption to succeed. |
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Setting Up Global Agile Teams There are no best practices for creating a productive, global development organization, just a few good ideas to think about and tailor around your particular objectives. Consider three universal issues every organization must grapple with to make a global agile team successful: data considerations, communications needs, and a company's agile readiness. How you handle each of these issues will vary widely, and there is no one-size-fits-all solution for every organization. |
David Webb
December 8, 2007 |
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Twelve Ways Agile Adoptions Fail Agile methodologies have taken some heat when they appear to have failed to deliver expected benefits to an organization. In my travels as an agile coach, I have found that agile practices don't fail—rather the variations on agile adoption fail. Here are my top twelve failure modes. See which ones may be painfully familiar to you: Note: This article was originally published on StickyMinds.com as "11 Ways Agile Adoptions Fail."This updated version includes additional information that explains why some agile adoptions that appear to have failed may never have been truly agile to begin with. |
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Enough Is Enough: What Does Agile Software Development Mean? Agile software delivery is about doing sufficient up-front analysis, design, and planning—and then deferring decisions to the appropriate time. But what does “enough” really mean? And why has the term "agile" become a cliché in development circles? Terms like "post-agile" or "pragmatic agile" have emerged as a response to this, but this is only a short-term fix. |
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11 Ways Agile Adoptions Fail Usually, when Jean Tabaka lists practices, techniques, ideas, or recommendations about software development, she sticks with the number ten. It's nice and neat and has a fine history of enumeration cleanliness dating back to the Old Testament. But for agile adoption failures, Jean thinks it is time to invoke some Spinal Tap and go to eleven. Here are her top eleven signs that your agile adoption is headed down a slippery slope to failure. |
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Agile Top-Down: Striking a Balance Agile is being evangelized in executive boardrooms and introduced top-down with increasing frequency. Considering that Agile advocates self-management by the individual and within a team, what is the role of senior leadership? My experience from this top-down perspective has given me insight into attitudes and techniques that are successful and others that fail. I assert that there is an effective and appropriate stance for senior leadership that will improve the effectiveness of an Agile transformation. Key to my list of recommendations for making Agile work is the balanced involvement of both senior-level leaders and practitioners in the planning and executing the introduction of Agile practices. |
Bryan Stallings
March 13, 2007 |
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Why You Need to Be Specific about Agile Practice Adoption Amr Elssamadisy presents one way to share our knowledge that is more specific than full methodologies and processes, more general than war stories, and will help new agile adopters get beyond the mantra "It depends!" |
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How to Preview User Satisfaction before Your Release Why wait to discover how your users will react to your system when there are ways to measure such things during development? This column describes a simple tool to develop visibility into customer satisfaction. Learn how you can begin to manage expectations so that neither you nor the customer has an unpleasant surprise on release day. |
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