people management

[article]

Are You Agile? An Assessment Can Tell You

Summary:
Plenty of companies want to be agile and go through the motions but are not really agile. An agile assessment allows you to evaluate how teams or even organizations are doing in their agile journey. But like any useful tool, there is no shortage of assessment options available. Here are the acceptance criteria to look for and a framework for using an agile assessment.

Plenty of companies want to be agile and go through the motions but are not really agile. An agile assessment allows you to evaluate how teams or even organizations are doing in their agile journey. But like any useful tool, there is no shortage of assessment options available. Here are the acceptance criteria to look for and a framework for using an agile assessment.

About the author

[interview]

The Tester's Role on Small and Large Agile Teams: An Interview with Mary Thorn

Summary:

In this interview, Mary Thorn, the director of agile practices at Ipreo, explains why there shouldn’t be any real differences between large and small agile teams. She details the qualities of an interchangeable tester and breaks down manual versus automated testing.

In this interview, Mary Thorn, the director of agile practices at Ipreo, explains why there shouldn’t be any real differences between large and small agile teams. She details the qualities of an interchangeable tester and breaks down manual versus automated testing.

About the author

[article]

Code Health Kaizen: Self-Organizing for Agile Improvement

Summary:
People at Ben Kopel's organization were interested in improving their code health. It was something the engineers had control over and leadership didn't need to be involved, so code health was a great candidate for a self-organized initiative. Ben details the meeting they held, their discussions and plans, and how an agile team empowered themselves to improve.

People at Ben Kopel's organization were interested in improving their code health. It was something the engineers had control over and leadership didn't need to be involved, so code health was a great candidate for a self-organized initiative. Ben details the meeting they held, their discussions and plans, and how an agile team empowered themselves to improve.

About the author

[article]

5 Principles for Using Agile Team Metrics Responsibly

Summary:
With the transparency of agile and the granularity of team-based metrics, it's important to be responsible in how you use your measurements. There are five principles Joel Bancroft-Connors adheres to when dealing with metrics: start collecting early and often, be consistent, stay focused, measure the project and the teams separately, and—most importantly—measure responsibly.

With the transparency of agile and the granularity of team-based metrics, it's important to be responsible in how you use your measurements. There are five principles Joel Bancroft-Connors adheres to when dealing with metrics: start collecting early and often, be consistent, stay focused, measure the project and the teams separately, and—most importantly—measure responsibly.

About the author

[article]

The Transparency Experiment: Improving Accuracy and Predictability in Scrum

Summary:
Using the iterative and incremental agile development framework Scrum should help manage product development, but some teams still have difficulty delivering features in a predictable manner. This organization decided to address the mismatch between what was being committed and what was accomplished by doing an experiment in work transparency.

Using the iterative and incremental agile development framework Scrum should help manage product development, but some teams still have difficulty delivering features in a predictable manner. This organization decided to address the mismatch between what was being committed and what was accomplished by doing an experiment in work transparency.

About the author

About the author

About the author

[interview]

Trust Your Testing Team and Stop Leading from the Front: An Interview with Bob Galen

Summary:

In this interview, Bob Galen, an agile methodologist, practitioner, and coach, explains why you shouldn't lead your testing team from the front. He details how agile has changed the dynamics of a testing team and how you can lead both developers and testers by example.

In this interview, Bob Galen, an agile methodologist, practitioner, and coach, explains why you shouldn't lead your testing team from the front. He details how agile has changed the dynamics of a testing team and how you can lead both developers and testers by example.

About the author

Do You Really Want to Be a Manager?

The majority of managers are promoted due to their software development expertise. But becoming a successful manager requires a drastic change of focus. There is a set of expectations to consider before making that leap to the “dark side.”

Better Software Magazine

References

  1. Mantle, Mickey W. and Ron Lichty. Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams. Upper Saddle River, NJ: Addison-Wesley Professional, 2012.
  2. Douglas McGregor. The Human Side of Enterprise . 1 st Edition. New York: McGraw-Hill, 1960.
[article]

Agile Managers: Trust Your Team and Encourage Innovation

Summary:
In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed.

In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed.

About the author

About the author

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