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Writing Shippable Code (Part Two) The first part of this article introduced the concept that developing a complex software system was like going on a journey. I contrasted how we plan our journeys through the use of route planning systems against that of an agile journey which is more like using a GPS in our car. I also introduced the idea that we only know when we have reached our journeys end (being completely done) when we have demonstrated that we have fully satisfied the expectations of the customer, our criteria for a successful outcome and that we can use this thinking throughout our project so that each iteration delivers software which can achieve a successful customer outcome. |
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Transitioning to Agile in the Middle of a Project Every team transitions to agile in different ways, and this column is one of those stories. But what makes this one different is that the main character, a project manager, is transitioning her team to agile in the middle of a project. From this story, Johanna Rothman details a potential survival guide for any project manager and team embarking on the same journey. |
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Seven Agile Coach Failure Modes Agile Coaches have a big job. "Support the team but not too much and not too little." "Be available but don't be overbearing." "Offer ideas but don't get too involved." "Coach, don't manage." All this advice can be confusing, even contradictory. No wonder Agile Coaches fall into less-than-desirable behaviors as they try out new things to help teams. The problem is that these behaviors can subtly undermine a team's ability to organize, improve and, eventually, reach high-performance. That's why they are called failure modes. |
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The New Challenge in Agile Adoption The good news is: Agile is going mainstream; it is not some fad nor is it just for unwashed coders. Managers get it. The not so good news is: this means the approach to introducing Agile needs to change. Agile Software Development started at the code face. Kent Beck's original Extreme Programming had little - if anything - to say about the wider organization and the role of management. Developers could - and did - just adopt practices like test driven development and stand-up meetings. |
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Think Like a Tester After more than thirty years in information technology, the last fourteen spent focused on testing and quality assurance, Dale Perry has come to believe everyone can benefit from thinking like a tester. In this article, Dale offers comical, yet serious, insight on how a tester views airport bathroom stall designs. |
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From The Editor I wish there was a book entitled "How to Write Your First Letter as an Editor", unfortunately there is none that I am aware of, so please bear with me. As the new Editor-in-Chief of the Agile Journal, I would like to introduce myself and tell you a little about where we will be going with the Agile Journal over the next few months. |
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Top 9 Challenges of Adopting Scrum: Product Owners, By the Book, and Organizational Issues Introducing Scrum can be fun, but can also be quite a challenge. There are numerous hurdles to overcome, new practices to master and problems to solve. In this article, we will present some of the mistakes we have seen made, or made ourselves when introducing Scrum at various companies. In this second article, we'll discuss Scrum product owners, Scrum by the book, and organizational issues. |
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How To Choose Quality Candidates/Consultants for Your Large Company Agile Initiative We created this set of questions to help corporate managers select Agile-experienced consultants and candidate employees for project work. Assembling a team of qualified Agile people is one thing, but the fact that some Agile practices and principles mean different things to different people makes it even harder to succeed in staffing your initiatives.
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Finding the Steady State With more and more scrum'ing and sprinting going on in agile development, let's reflect on the analogy made between Scrum and sports before we take a look at what misunderstandings it may cause within organizations transitioning to agile development practices, in particular Scrum.
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It's a Tough Job... but Somebody Has to be the Product Owner With so many corporate developers and IT teams beating a path to Scrum adoption there seems to be a lot of ScrumMaster training (both certified and otherwise) as well as coaching going on these days. Putting aside any worries about people receiving just enough training to be dangerous (e.g. 2-3 day ScrumMaster training is available from many sources) for moment, most of us think this trend towards Scrum and Agile Development is a very positive one indeed. That said, what concerns me the most is what I perceive to be an oversight of the need for product owner selection, investment and support. |
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