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Tracking what Matters with Burn Down Charts

Burn down charts help agile development teams track sprint and release progress. The basic idea of a burn down chart is that the team starts with estimates for all of the tasks in the sprint, and then on daily (or more frequent) basis re-estimates the amount of work remaining.

Steve Berczuk's picture Steve Berczuk
Negative Positive

Testers who point out project risks are often perceived as "negative" thinkers. Software test consultant Fiona Charles (an optimist by nature and a pessimist by trade) writes about how a culture of unthinking optimism pervades our organizations and our society, and describes some of its detrimental effects on software projects.

Fiona Charles's picture Fiona Charles
Empowering Self-Organization and Energizing Project Planning with the Commander's Intent

Things change, and when they do, it's best to be ready to change with them. The best plans are doomed to fail if they aren't malleable. In this column, George Schlitz and Giora Morein take a look at the military concept of "Commander's Intent" and how it can apply to non-military project planning.

George Schlitz's picture George Schlitz Giora Morein
Mocks and Making Tests Easier to Read

There has been a lot of recent discussion on Twitter about the use of mocking frameworks and writing readable tests. Here is a roundup of some of the recent blogs on the subject.

Making Tests More Readable

Daniel Wellman's picture Daniel Wellman
Navigating Conflict on Agile Teams: Why "Resolving" Conflict Won't Work
Video

Lyssa Adkins reveals a conflict model that helps you do just that, walking you through five levels of conflict from "Problem to Solve" to "World War," with each step finely tuned to view conflict in a deeply human and humane way.

Lyssa Adkins's picture Lyssa Adkins
2010 Trends in Project Management

2010 brings with it multiple trends for project management. It is not surprising that many of these trends will help mature the world of project management as we know it today. Just as businesses must be flexible with market conditions, project management professionals and organizations must also adapt accordingly.

TechWell Contributor's picture TechWell Contributor
Avoiding Pitfalls in Your Agile Transformation

Being an Agile transformation coach since 2001 at IBM and other companies has taught me a lot about being agile; especially the art of change. Increasing a corporate agile community from 300 to over 3,400, teaching two day courses to over 1,050 people, and consulting with teams were not the only ways I discovered the essence of “being” agile. Leading and coding with my agile team was just as wonderfully painful and educational.

 

TechWell Contributor's picture TechWell Contributor
Determining How Agile You Are Comparatively

A handful of years ago, some of my clients began to ask me, “How are we doing?” My replies were always something like, “You’re doing pretty well at pair programming, and I like how teams have shifted from writing requirements documents to talking about user stories. But teams really haven’t embraced the idea of automated testing yet, and that’s where we need to focus most.” But this wasn’t the type of answer they wanted; they wanted to know, “How are we doing compared to our competition?”

 

TechWell Contributor's picture TechWell Contributor
Agile Teamwork - A Stumbling Block or a Stepping Stone to High Performance?

Back in the 90’s self-managed teams were all the rage but they had a high rate of failure mainly because team members lacked people skills. These ideas of self-managed teams were borrowed by the Agile movement when in 2001 they formulated a ‘new’ way of working, based on Agile principles. However, self-managed teams only work well when team members understand a lot about human behavior and why people do the things they do!

 

TechWell Contributor's picture TechWell Contributor
The Challenge of Coping with Chaos

When you face the discomfort and uncertainty brought about by change, it's tempting to want to do something to deal with the situation. But, acting precipitously could be a big mistake. In this column, Naomi Karten explains why and offers some suggestions of what to do instead.

Naomi Karten's picture Naomi Karten

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