7/30/2013 by Luis Brea
Since being introduced to the Scrum framework, I have realized that many of the factors that I intuitively knew determined the success or failure of a project had been collected, defined, and analyzed under this method based on Agile. . . .
7/29/2013 by Saji Pillai
I have written this article to address an issue I've recently run across in my work: The PMO is finding it difficult to adjust to the Agile process, and this is affecting the reporting of the R&D team. Management is in the process of moving the ALM (application lifecycle management) process into more of traditional process to align with the PMO. I would like to suggest an alternative approach.
7/26/2013 by Duncan Evans
Compared with other types of projects, such as construction, I propose that software development may be highly biased toward team members learning the problem, and that building the software is a tiny fraction of the overall effort. If so, then we should approach software development projects to maximize learning and pay less attention to tracking build tasks. . . .
7/25/2013 by Steve VanArsdale
Agile has a Manifesto. It's about time we had a universal truth.
7/24/2013 by Warren Jones
It is in our nature as IT professionals to be bound by facts and formulas. Little wonder, then, that we often find ourselves judging the success of a project based on a wide array of metrics and reports. Particularly as project managers, we find ourselves immersed in the data as opposed to watching what is truly occurring. Is it possible that the more importance we place upon reporting, the more we distance ourselves from the true benefits of adopting the Scrum method?
7/23/2013 by Glen Wang
Agile is about product development, and it's also about people development. Only if both people development and product development are conducted in an Agile way can Agile be truly successful. . . .
7/22/2013 by Rahul Sawhney
During the last few years, my view of how programs work has evolved. It has moved from viewing program management as traditional "old-school" handling of multiple projects and product portfolios (dry and boring) to . . .
7/19/2013 by John Hill
For those teams that do make sprint commitments, I think it is mandatory that both the ScrumMaster and the product owner participate in that commitment. . . .
7/18/2013 by Srinath Ramakrishnan
During the course of a project, the development team cuts corners due to a variety of reasons, such as lack of skill, pressure of meeting deadlines, or sheer laziness. Over time, these result in the accumulation of a large backlog of technical inefficiencies that need to be serviced in the future. . . .
7/17/2013 by Maria Matarelli
"How do I behave when I'm in a situation of shared responsibility but I'm not in charge of the person I'm working with and they're not in charge of me?" Christopher Avery opened his keynote presentation at the Agile Indy 2013 conference with this inquiry. This scenario arises quite frequently in an Agile environment, as we encourage self-organization among teams. We ask people to work differently, to self-organize and share responsibility, but what guidance do we give them on how to do this?