The Latest
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Continuous Integration: It's Not About the Tool[presentation] In the earliest days of agile development Continuous Integration (CI) began as a people practice. Teams focused on finding issues as soon as possible so they could rapidly adapt to change. |
Paul Julius, Independent Consultant
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The Product Champion[presentation] If you look at the history of software failures, the vast majority can be attributed not to technical mistakes but to mistakes in understanding what should be built, what customers will pay for, and what the system really needs to do. |
Mary Poppendieck, Poppendieck LLC
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Comparative Agility: How Agile Are You? How Agile is the Industry?[presentation] Are you curious about how "agile" your organization is? Do you wonder how you compare with other companies that have been using agile for a similar period of time? |
Kenny Rubin, Innolution, LLC
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Coaching Large Company Agile Transitions[presentation] Today, many larger companies are taking notice of agile practices, starting agile transition programs, or testing the water with pilot projects. |
Rob Myers, Agile Institute
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Root Causes of Agile Project Failure[presentation] Agile initiatives always begin with the best of intentions-accelerate delivery, meet customer needs, improve software quality, and more. Unfortunately, agile projects do not always deliver on these expectations. |
Jeffery Payne, Coveros, Inc.
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Lean, Kanban, and the Art of Flow[presentation] It doesn't matter what you're producing-physical goods, software, or other products. |
Jean Tabaka, Rally Software Development
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Paying Down Technical Debt[presentation] Your reputation as a development team depends on your ability to deliver quality code-on time, safely, and with the functionality you committed to deliver. |
Amir Kolsky, Net Objectives
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Story-o-Types: Patterns Within User Stories[presentation] Have you noticed that similar stories appear over and over as you develop a system? |
Dan Rawsthorne, CollabNet
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Agile Development Practices East 2010: The Agile PMO: From Process Police to Adaptive Governance[presentation] Although success stories from individual agile teams abound, agile adoptions often run into significant challenges when companies attempt to scale beyond one or a few teams on a single project or multiple projects. |
Sanjiv Augustine, LitheSpeed, LLC
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Avoiding Speed Bumps on the Road to Agile Adoption[presentation] Some companies take the low road to adopting agile: renaming team leads to Scrum Masters, declaring business architects to be product owners, and holding a daily meeting where everyone has to stand up. |
Don Gray, Independent Consultant
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Better, Strategically - Aligned Decisions, Every Day[presentation] Organizations generally use some type of formal decision-making process, such as cost/benefit analysis, to prioritize and approve projects and initiatives. |
Niel Nickolaisen, Energy Solutions
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Tapping the Source: The Lean Principles Behind Agile Methods[presentation] When applying agile practices, organizations often have problems because they do not fully comprehend the underlying lean principles. |
Sanjiv Augustine, LitheSpeed, LLC
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Build and Test in the Cloud[presentation] Many organizations are looking to cloud computing to reduce equipment costs, eliminate some overhead, and improve go-to-market time. |
Darryl Bowler, CollabNet
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Agile Development Practices East 2010: Making a Long Story Short: Splitting User Stories[presentation] When a single user story that mixes both high-value and low-value functionality is left intact, the flow of value slows. |
Bill Wake, Industrial Logic
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Measuring Team Velocity[presentation] The velocity metric is often misunderstood, poorly measured, and misused by both management and development. Managers want to know how to increase this number. Developers worry they're being evaluated based on it. |
Rob Myers, Agile Institute
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