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Is Collaboration the Right Way to Work? Do you manage a team or a group? How can you tell the difference, and is it important to differentiate the two? In this column, Esther Derby explains that identifying your associates as one or the other is paramount to how they should be managed. |
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Multi-user, Multi-process Test Automation There is a saying about how to make software: First you make it work; then you make it good; then you make it fast. If you have working test automation, and if your test automation is finding bugs, then the next step is to make your tests run fast. This article talks about handling two things you will need to address to make that happen: users and processes. |
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The Agile Project Management Office (Agile PMO) Traditional program management offices (PMOs) are responsible for providing checks and balances to the development and IT organizations regarding budget and schedule. Oversight and management that comes from the PMO drives certain behaviors in the project managers and, therefore, in the project staff. Similarly, the Agile PMO provides certain checks and balance, but principally focuses on the holistic well-being of the project. |
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Adopting Agile Without a universal definition of agile, it can be difficult to separate those who are truly practicing agile, and those who have it wrong. While agile has grown immensely popular over the years, there are still some who have yet to convert. We took a look at each of these groups. |
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Heurists of the World Unite! Merging Agile Methods in Software and Interaction Design Software development is seen as chronically chaotic and complex to the extent that project management can achieve little control over projects or outcome [1, 2]. Recently, we have come into a new era of hope; hope of getting people - real people, users, both naïve and sophisticated - more involved with, more relevant to, and more visible in software development. |
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How to Make Agile Reviews Effective In some organizations, reviews are a valuable aspect of the software lifecycle. In others, they are a necessary evil tainted with political bureaucracy and big egos. Suboptimal reviews conducted late in the lifecycle are often misguided due to few objective guidelines that help guide the review process. When used throughout the development lifecycle, code and design quality metrics are valuable inputs to the review process. |
Kirk Knoernschild
February 9, 2008 |
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Load and Performance Test Plan (template) This load andperformance test template will help the user to design an effective load test plan. The template covers all aspects of a load testing phase or level.
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Moving to Agile: TO DOs for your Pointy Haired Boss What happens when teams adopt agile techniques? How will the rest of the organization react? Maybe you work in a small or idealistic organization with little or no political back-biting or infighting. If so, you are to be envied. Most of us don't live in a perfect world. We are human, and even the best of businesses have a bit of dysfunction here and there. Internal politics, infighting and turf battles will emerge. Your PHB needs to understand and be prepared for this eventuality. PHB can run, but he can't hide from the ripple effects of going agile. |
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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. |
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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:
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