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The Shiny New Agile Architect

Recently there has been a lot of talk on whether we need an Architect on agile teams or not. There have been never-ending discussions on various forums both inside organizations and out in the public questioning the value that an architect can bring to the agile project where the architecture evolves with every iteration. This has led many traditional Architects to scramble for cover and opened gates for a new breed of architect, the Agile Architect. The traditional ivory tower Architects are gradually proving to be the weakest link in the chain for agile projects. 

TechWell Contributor's picture TechWell Contributor
Patterns of Agile Adoption

There are many ways to transition to an agile process. Choosing the approach that is most likely to work best for your organization can be critical to a smooth transition. Through helping hundreds of teams make the transition to agile over the years, I have identified six core patterns that teams use to initiate the transition to agile. These patterns fall into three sets of opposing pairs. You should choose the core pattern from each set that best suits your team or organization:

  • Start Small or go All In?
  • Technical Practices First or Iterative First?
  • Stealth Mode or a Public Display of Agility?
TechWell Contributor's picture TechWell Contributor
The Challenge of Enterprise Requirements Management

There are many accepted processes and approaches to managing enterprise requirements. These approaches vary from model-focused to document-focused and are well known and practiced by requirements-gathering specialists throughout the business world. The real intent of any enterprise requirements management organization is to accurately capture and manage needs of the business, and organizations are built to create repeatable processes for doing so. However, once the focus shifts toward processes for eliciting and managing requirements, and away from the business goals, problems can arise.

TechWell Contributor's picture TechWell Contributor
software prototype The Neglected Practice of Iteration

In this week's column, Jeff Patton sends a reminder that software developers who neglect the practices of "iteration" and "incremental" will get caught either delivering poor quality software or delaying schedules in order to make time to iterate. We kick ourselves, or others, for not "getting [software] right up front" when we all know that the hardest part of software development is figuring out what to build. But there's hope, and it comes in the form of prototypes and frequent iterations.

Jeff Patton's picture Jeff Patton
Agile2007 - Ole Jepson - APLN, Agile Certification and the 2007 Conference

While attending Agile 2007, Bob Payne got the opportunity to sit down with Ole Jepson to discuss agile certifications. This podcast features their conversation held at Agile 2007.

Bob Payne's picture Bob Payne
Agile is Here to Stay... Now What?

Over the course of the past decade, Agile software development has progressed from a grassroots, almost underground movement, to the mainstream. Early successes have paved the way for broader acceptance of Agile principles and practices, facilitating dialogue not only in IT back offices, but corporate boardrooms as well. With an ever-increasing focus on profitability, time-to-market, and customer satisfaction, the vigorous debate over Agile adoption appears to be shifting from a question of "why?" to one of "how?"

TechWell Contributor's picture TechWell Contributor
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's picture David Webb
Agile Strategies for Geographically Distributed Quality Management

Geographically Distributed Development (GDD) is a common strategy in the software world today. Organizations are gaining experience in developing software globally and are discovering that the competitive demand for best-in-class, high quality applications requires greater agility in quality management. Unfortunately, IT budgets are not keeping up with the staff required for quality management and the response is to accelerate quality management by leveraging global teams. This article compares and contrasts agile GDD testing strategies for affecting quality management.

Scott W. Ambler's picture Scott W. Ambler
Revisiting Refactoring

Refactoring is one of the cornerstones of the technical agile development practices. It is the mechanism that allows the design and architecture of a system to evolve over time. It is one third of the red-green-refactor loop and the core of test-driven development (TDD). But does it really deliver on its promises?

TechWell Contributor's picture TechWell Contributor
Collaboration: It's More than Facilitated Meetings

Esther Derby has noticed something lately, namely that when people write about collaboration, they discuss facilitated meetings. Well-run meetings that encourage participation and building consensus are certainly valuable, but there's more to collaboration than just well-run meetings. Esther explains that true collaboration assumes shared responsibility and shared ownership and boosts creativity and learning.

Esther Derby's picture Esther Derby


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