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How Early Interface Analysis Reduces Risk Analyzing a project's interface requirements often starts late and focuses--sometimes exclusively—on creating a snazzy user interface. But failing to conduct interface analysis in a early increases the risk of project delays, overruns, and even failure. In this column, Mary Gorman makes the case for investing in interface analysis by explaining what it is and how it reduces the risk in software projects. |
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Agile 2007- Jochen Krebs - Agile Certification We invite you to listen in on this podcast conversation between Bob Payne and Jochen Krebs. Jochen brings a great deal of knowledge about agile certification and the two found a lot of great points to talk about while attending Agile 2007. |
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Business Case-Driven Decision Making Decision making should be approached just like a software project: You have to map out what you want and how you're going to get it. Payson Hall tells the story of a team that set out to find the perfect product—without an official plan. Learn how to avoid the mistakes they made. |
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Agile Techniques for Meeting Customer Commitments Agile teams struggle with successfully applying agile approaches to project planning and delivery. In particular, an area that needs to be explored is negotiating customer commitments within an agile process. In this article, I will explain the key steps, and practices within each step, that will assist in making and delivering on customer commitments in an agile fashion. |
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Why Agile Development Teams Need Business Analysts Unfortunately for the business analyst (BA), much of the literature regarding agile development focuses on the perspective of the developer, largely ignoring the role of the business analyst. BAs play a key role capturing requirements on large, software-intensive projects. Teams are co-located where programmers and their "customers" interact directly as a means of eliciting requirements. Organizations that are moving toward agile development may wonder if a has a role in agile software development. The answer, as addressed by this paper, is a resounding "Yes." |
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How to Quickly Build Trust You can't get far in your career if people don't trust you. Yet trust is such an elusive concept. It's not tangible. It's not concrete. It's not something you can point to and say, "That's what it looks like." In this column, Naomi Karten ruminates about the concept of trust and offers some ideas about what you can and cannot control in earning the trust of others. |
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Getting New Agile Teams into Flow Jean Tabaka considers "flow," a term borrowed from the lean thinking world, to be a core discipline for guiding new agile teams. In this week's column, Jean reveals the characteristics of agile teams in flow, the roadblocks they may have to overcome, and the benefits they will derive from their successful flow adoption. |
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Agile2007 - James Shore - The Art of Agile Development
Podcast
James Shore talks about his new book. |
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Agile 2007 - Johanna Rothman - Author, Consultant and Agilist
Podcast
Johanna Rothman talks about agile at the 2007 conference. |
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The Product Owner: Choosing the Right Person for the Job Agile teams large or small, co-located or distributed, have one very important common denominator: the absolute imperative that a strong product owner be established before any work begins. Arguably the strongest, or weakest, link in any Agile team is the product owner. At odds with this basic fact is a startling oversight of this role at the outset of many projects. Add to this a multi-site outsourced development team and it's no wonder successful enterprise Agile adoption is slow going. What makes a good product owner? Why is this role critical to the success of any Agile project? How should this role be supported within the team and organization? These fundamental questions will be addressed herein. |
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