Jim Coplien's recent book, Lean Architecture: for Agile Software Development, explains how agile principles and architecture are complimentary, and how, with everyone working collaboratively, a good, lightweight architectural framework can help enable agility, rather than being a barrier to it.  With his usual iconoclastic style, Coplien dispels the myth that agile doesn't need architecture.

No two people or groups are the same, but their differences don't have to force them apart. In this column, Esther Derby uses the example of feuding operations and development groups to explain how focusing on the source of structural conflict can help build a bridge across the disagreements.

The components of software processes work together in important and sometimes unrecognized ways. The removal of one of those components will affect the others. In this article, which originally appeared in the August 2010 issue of the Iterations eNewsletter, Jennitta Andrea takes a look at the value of acceptance test-driven development and the costs of making it an optional practice.

As a go-giver the agile coach focuses on putting others’ interests first and continually adding value by serving an individual’s, teams’ and organization’s needs and helping them effectively and pragmatically deal with both their day-to-day and long-term challenges.