The Latest

Negotiating Our Relationships[magazine]

When joining a project, your position isn't a given; you must negotiate it. Lee identifies five roles that combine to make up team relationships.

Lee Copeland's picture Lee Copeland
Small Experiments: Use Small Software Development Experiments Avoid Big Software Failures[magazine]

In today's software development and test environment, we seem to have little time for either problem identification or solution implementation. What seems to work well instead (and is more fun) is to try small experiments. The idea is not to solve problems, but to try to learn in little steps.

Linda Rising's picture Linda Rising
Forget What You Think You Know[magazine]

The transition to lean-agile can be challenging for traditional project managers because traditional competencies and practices can conflict with the core principles that explain why lean principles work. To help prepare project managers transitioning to lean-agile, this article exposes five counterintuitive practices that challenge standard project management beliefs.

Guy Beaver's picture Guy Beaver
Ten Ways to Improve Your Risk-Based Testing[magazine]

Whether you are involved in a traditional V-model environment or applying agile development methodologies, setting testing priorities is always an issue. From practical experience in various domains (e.g., embedded, medical, automotive, banking, and logistics), Erik shares ten essential lessons learned regarding risk-based testing.

Erik van Veenendaal's picture Erik van Veenendaal
Book Review: Continuous Delivery[article]

If you didn't already know that the key to reliably deploy quality software is to take a cross-functional, full-lifecycle approach, Jez Humble and David Farley's book "Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation" will help you to understand.

Steve Berczuk's picture Steve Berczuk
The Potential Pitfall of Ratings[article]

Responses to ratings-based surveys are particularly prone to misinterpretation if the surveys don’t allow space for open-ended comments. These comments offer insight into what respondents are really thinking, which may not be obvious from their ratings.

Naomi Karten's picture Naomi Karten
A Psychology Framework That Will Help You Implement CM Practices[article]

How does personality impact the implementation of industry Standards and Frameworks? It would seem that following the guidance in the IEEE 828 CM Planning standard is simply a matter of writing CM Plans and documenting your existing CM practices. The fact is that some people implement Standards and Frameworks successfully and others fail miserably. This article presents a popular and highly regarded psychology framework that will help you better understand how to implement Configuration Management.

Leslie  Sachs's picture Leslie Sachs
Dave Thomas - Agile 2010 - The big tar ball and other unintended consequences.[article]

Dave Thomas - Agile 2010 - The big tar ball and other unintended consequences.

Bob Payne's picture Bob Payne
Boring Triggers Snoring[article]

I once attended a presentation by an executive who began by saying, “I want to get through the initial slides so we can get to the interesting stuff.”

How would you react to this remark if you were in his audience?

Naomi Karten's picture Naomi Karten
Becoming Lean: The Why, What, and How[article]

This article presents a different way of looking at lean software development; one that is independent of lean’s manufacturing heritage. It begins by presenting lean as a collection of a body of knowledge applying lean principles to software development.

Al Shalloway's picture Al Shalloway
Kanban System Design[article]

Karl Scotland explains that viewing kanban as a systemic approach leads to systems thinking. Systems can be thought of as being made up of elements, which interact to meet a purpose. They are more than the sum of the parts, and the system’s purpose is crucial in determining the system’s behavior.

Karl Scotland's picture Karl Scotland
The Shape of Change on Agile Teams[article]

Many times, Scrum Masters and agile coaches are confronted with the need to change a team that seems to be stuck in its own behavior. And though team members may be willing to change, they just can’t seem to get out of their current situation. The author sheds a new light on this difficult problem and proposes to change the environment instead of the team.

Jurgen Appelo's picture Jurgen Appelo
Becoming Lean – The Why, What and How[article]

Although many companies may have heard that the concepts of lean production would be of use to their organization, they do not see how something that sprang from manufacturing practices could apply to software development. This article presents a different way of looking at Lean Software Development—one that is independent of Lean’s manufacturing heritage.

Al Shalloway's picture Al Shalloway
Four Reasons Medical Device Companies Need Agile Development[article]

The waterfall style of development is so deeply engrained into the culture of medical companies that most can’t imagine anything else being used to develop software that has power over human life.

However I argue that precisely because of patient safety, medical device companies in particular need to adopt agile practices. I’ve seen too many bloated medical device project fail or limp across the finish line for causes that can be directly linked to the waterfall method. Specifically:

TechWell Contributor's picture TechWell Contributor
PRINCE2 and Agility: Reclaiming the Manifesto[article]

In October this year Codeworks DEV received the 2010 Agile Award for the “Best Use of Agile in the Public Sector”. The use of Agile Methods within large, publically accountable environments has long represented a challenge to the Agile community. Agility is more often associated with small to medium size enterprises (SME’s) in the private sector, where organisations are incentivised to keep pace with a changing business environment. Public sector companies and larger corporates, on the other hand, are renowned for their essentially prescriptive, “non-agile” attempts at long-term planning using techniques such as PRINCE2.

TechWell Contributor's picture TechWell Contributor


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