In Scrum, the product owner and the ScrumMaster are supposed to drive sustainable development. But there's a third force missing from the formula: the health of the code itself. We often forget that our code is also a member of our team, and we have to be concerned about its health and well-being as much as any other team member. That means using practices to develop good code from the beginning.
As agile principles and practices receive greater organizational exposure, business teams are embracing certain aspects of agility that were traditionally reserved for technology teams. This article details the experiences of a group of people with business roles who have adopted some agile methods and how their teams have benefitted.
Many teams think they're agile. They might work in iterations and have a ranked backlog, but they don’t see the value they could be seeing. Usually that means they have a number of false impressions about agile. Read on to have three common misconceptions debunked and to learn what you need to do to make your agile transition successful.
Mob programming is a software development approach where the whole team works on the same thing at the same time, in the same space, and at the same computer. Collaborating like this can have great benefits for everyone involved. Here, Woody Zuill details some practices his team uses to make this collaboration work for them.
A key component to being agile is the adoption of testing from the very inception of the project. According to Bob Galen, to achieve a high degree of quality assurance, there needs to be a careful balance among development and test automation, software testing, and cross-functional team practices.
Like any great process methodology, agile (and Scrum specifically) can lose sight of the best way to facilitate a development lifecycle from concept to delivery. David Hussman frequently encounters teams that are going through the motions. If your sprint planning meetings have disintegrated into quick listmaking exercises, David will show you how to reinvigorate your team.
If a process tool or service claims to be agile it must be good, right? Not necessarily. The term "agile" has become abused and, since we don't have a standard dictionary definition, it is open to interpretation. So, let's look beyond the label to what really matters—value.
In this interview, Sanjiv Augustine, the president of LitheSpeed, sheds light on a handful of scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and the simple scrum of scrums meeting.
In this interview with Dr. Charles Suscheck, Ken Schwaber, one of the signatories of the 2001 Agile Manifesto, describes the first days of Scrum, the biggest threats to agile, and the next big idea in the Scrum framework: evidence-based management.
Joe Justice is a consultant at Scrum Inc. and inventor of the Extreme Manufacturing project management method. He also is the founder of Team WIKISPEED, an all-Scrum volunteer-based, "green” automotive prototyping company.
We all know the power of Google—or do we? Two types of people use Google: normal users like you and me, and the not-so-normal users—the hackers. What types of information can hackers collect from Google? How severe is the damage they can cause? Is there a way to circumvent this hacking?
How far can you take agile within an organization? Is it enough to just focus on agile development practices such as Scrum and XP or is something more needed? Agile is much more than just a development methodology. Beyond product development, it can become an organizational strategy for increased success. Skip Angel shares an example of one company's journey from no knowledge of agile to an organization of high agility. He answers many of your questions about transformation that can help your company on its journey to agility, especially how to get started. Skip describes the preconditions a company must be ready to accept-significant organizational changes and the major activities and events that happen during the transformation process. Agile changes organizations in terms of who they are, how they think, and what they can achieve.
One of the things testers often notice about Extreme Programming (XP) is that there is no defined role for testers on the team. Yet XP teams describe themselves as "test infected." They practice Test-Driven Development (TDD), writing executable unit tests before writing the code to be tested. Many teams practice Acceptance Test-Driven Development (ATDD), writing executable acceptance tests before implementing a feature. They use continuous integration to give them rapid feedback about the effects of changes. They practice pair programming, a technique that results in all code being peer reviewed before it's checked in. In short, XP teams test continuously from the very first moment of any given project. You could even call them "test obsessed." That obsession helps explain why Elisabeth Hendrickson, author of Test Obsessed, likes XP teams so much.
Elisabeth Hendrickson, Quality Tree Software, Inc.
One of the things testers often notice about Extreme Programming (XP) is that there is no defined role for testers on the team. Yet XP teams describe themselves as “test infected.” They practice Test-Driven Development (TDD), writing executable unit tests before writing the code...