The Latest

Softening Iterations - Setting up for success[article]

You have an approved project that is about to begin - the project team is in place, the product owner has been identified - the stakeholders are eagerly waiting to see results of this agile approach that they have all heard good things about ...

Here's your dilemma ... the stakeholders are expecting to see tangible progress at the end of the first iteration in two or three weeks - having been through presentations of Agile processes. But you know that it's really not feasible to deliver anything remotely useful in that short a period. Agile processes warrant early delivery of business value, stressing on working code. Release planning and iteration planning are all based around user stories completed to the extent of being ready to deploy. But the reality is often different.

TechWell Contributor's picture TechWell Contributor
e-Talk Radio: Beck, Kent, 5 December 2000[article]

Ms. Dekkers and Mr. Beck talk about some of the elements of eXtreme Programming, including test first programming, programming in pairs, and stories.

Carol Dekkers
What Could Possibly Go Wrong?[article]

A software project is a complex thing. It involves many players, many tasks, and lots of things that could go wrong (and often do). If not for dogged optimism, some projects might not be tackled at all. But optimism doesn't mean turning a blind eye to potential pitfalls. In this column, Esther Derby applies a lesson about asking, "What if..."

Esther Derby's picture Esther Derby
e-Talk Radio: Winward, Heather, 19 September 2000[article]

About the Show: Ms. Dekkers and Ms. Winward talk about improving relationships within teams through handwriting analysis.

TechWell Contributor's picture TechWell Contributor
e-Talk Radio: Lister, Tim, 10 October 2000[article]

Why do some teams "catch fire" and excel, while others never seem to gel? Ms. Dekkers and Mr. Lister talk about this, as well as other topics from Mr. Lister's book, PeopleWare.

TechWell Contributor's picture TechWell Contributor
Getting to the Bottom of Project Troubles[article]

It's amazing how many projects, already in a hole, keep sinking deeper. When team members and staff don't have the insight or objectivity to turn things around, an independent consultant can help—or not. In this column, a leading industry consultant gives you "the straight dope" on what to watch out for.

Eileen Strider
Where's Charlie?![article]

Are you inadvertently setting up a one-dimensional team? Managers regularly make statements to recruiters like, "I need another test engineer just like Charlie." Sometimes hiring people with very similar qualifications makes sense, but sometimes breaking the mold makes a better team.

Johanna Rothman's picture Johanna Rothman
The Wonderful World of Software[article]

Former STQE magazine Technical Editor Brian Lawrence shares a tale about why a commitment to quality and paying close attention to detail are critical elements in building better software. It's all about careful planning and anticipating customer behavior. Go with Brian on a stroll through one of the oldest, best-known amusement parks to find out more.

Brian Lawrence
A Tester’s Tips for Dealing with Developers[article]

Is the tester doing a good job or a bad job when she proves that the program is full of bugs? It’s a bad job from some developers’ points of view. Ridiculous as it seems, there are project managers blaming testers for the late shipment of a product and developers complaining (often jokingly) that “the testers are too tough on the program.” Obviously, there is more to successful testing than bug counts. Here are some tips about how testers can build successful relationships with developers.

Yogita Sahoo's picture Yogita Sahoo
e-Talk Radio: Pettichord, Bret, 8 February 2001[article]

Ms. Dekkers and Mr. Pettichord talk about why testers and developers think differently, and why they should think differently.

Bret Pettichord's picture Bret Pettichord
Making Sure You Buy the Right Packaged-Software Solution[article]

The slick brochure promises every feature you can imagine, and the sales rep assures you that his package will do just what your users want. But that's what the other vendor's sales rep said, too. Sound familiar? Karl Wiegers recommends several requirements development practices that can help you select the right commercial package solution. Key practices include identifying user classes, defining their use cases, creating test cases from the high-priority use cases, documenting pertinent business rules, and exploring the users' performance goals and other quality attributes.

Karl E. Wiegers
e-Talk Radio: Derby, Esther, 4 January 2001[article]

Ms. Dekkers and Ms. Derby talk about various management issues (e.g., promotions based on technical skills instead of people management skills, and the importance of interpersonal skills training for managers) and modeling organizational change.

Esther Derby's picture Esther Derby
A Problematic Truth[article]

"No Fred, we're not considering you for that promotion. You're too valuable where you are." How many of us have heard those words, or said them at least once to our staff? Sometimes, we use the "too valuable" phrase to avoid discussing problems with a staff member, problems you can bring out in the open and manage.

Johanna Rothman's picture Johanna Rothman
What Is Exploratory Testing?[article]

Exploratory software testing is a powerful and fun approach to testing. In some situations, it can be orders of magnitude more productive than scripted testing. I haven't found a tester yet who didn't, at least unconsciously, perform exploratory testing at one time or another. Yet few of us study this approach, and it doesn't get much respect in our field. It's high time we stop the denial, and publicly recognize the exploratory approach for what it is: scientific thinking in real time. Friends, that's a good thing.

James Bach's picture James Bach
From a team to A-Team[article]

The challenge was to introduce agility (Scrum) across the AOL Publishing organization. If we subtract the editorial staff, the agile transformation affected roughly 3,000 employees one way or the other. The agile consultant and coach tried to tackle several issues under one “reward and recognition program” umbrella. For example, “How do we know that the 50-70 project teams, who were working in parallel at any given moment, were really doing agile?”

TechWell Contributor's picture TechWell Contributor

Pages

AgileConnection is a TechWell community.

Through conferences, training, consulting, and online resources, TechWell helps you develop and deliver great software every day.