Agile

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Leading Agile Developers: The Seven Levels of Authority (Part 2) By Jurgen Appelo Feb 3, 2011 For managers to make the best use of self-organization in their business, they need to distribute control and delegate their authority. In this article, Jurgen Appelo, author of Management 3.0: Leading Agile Developers, Developing Agile Leaders, describes the seven levels of authority and the “authority board” managers can use to delegate control to self-organizing teams.

Master of Scrum: An Interview with Mike Cohn By Matthew Heusser, Mike Cohn Aug 19, 2009 Mike Cohn reveals his experiences with Scrum transitions, the challenges of estimating software project duration and scope, Agile project management, and planning in collaborative environments - all while standing on one foot. Or, at least, he tries.

On Agile Management: An Interview with Jurgen Appelo By Matthew Heusser, Jurgen Appelo Nov 29, 2010 Is there a role for management in Agile organizations? Matt Heusser interviewed Jurgen Appelo, author of Management 3.0, to find out.

Organizational Culture Considerations with Agile By Sondra Ashmore, Kristin Runyan Jul 24, 2014 The organizational culture impacts to an Agile transformation are profound. Successful implementations need support from the team members, management, and executives to embrace new ways of completing work and collaborating. Every role in the organization will be affected in some way, and by understanding what is different and what drives success in each role, we are better positioned for the increase in productivity, responsiveness, and customer satisfaction that can be delivered by becoming Agile.

Preface to Introduction to Agile Methods By Sondra Ashmore, Kristin Runyan Jul 16, 2014 Sondra Ashmore and Kristin Runyan introduce their book, Introduction to Agile Methods, the place to start for students and professionals who want to understand Agile and become conversant with Agile values, principles, framework, and processes.

Pretending to Be Agile By Pete McBreen Mar 15, 2002 Agile is in. Many processes and projects are jumping on the bandwagon and claiming to be Agile, so what are the telltale signs that what you have is a traditional process just pretending to be Agile?

Scrum with XP By Kane Mar, Ken Schwaber Mar 22, 2002 Ken Schwaber and Kane Mar argue that Scrum can be combined with XP engineering practices to generate a significant impact on the productivity of a project team. This article details a project in which this theory was put to work successfully.

Sneaking It In: Getting Customers and Developers to Go Agile By Ken Schwaber Mar 15, 2002 Ken Schwaber describes some strategies for getting customers and developers to accept and implement agile processes - even piecemeal, if necessary.

Software Development: Dismantling the Waterfall By Pete McBreen Feb 8, 2002 Of all the ways of approaching the software development lifecycle, the waterfall is probably the worst. So why does it continue to dominate our thinking? Simple: We have failed to let everyone know how software development really works.

Software Verification and Validation in High Assurance Agile Development: Ground Rules By Dean Leffingwell Dec 21, 2010 How do you develop high quality software in regulated (and other high assurance, high economic cost of failure) environments in an agile manner? Dean Leffingwell explores the ground rules.

Succeeding with Agile Software Development Using Scrum: Team Structure By Mike Cohn Dec 1, 2009 In this chapter Mike Cohn looks at the importance of two critical factors to be considered when deciding how to structure Scrum teams: keeping teams small and orienting each team around the delivery of end-to-end user-visible functionality

Telling Stories and User Role Modeling By Mike Cohn May 21, 2004 Agile software development is based on "telling stories." In this sample chapter, you'll learn about user roles, role modeling, user role maps, and personas. You'll also find out how taking these initial steps leads to better stories and better software.

Ten Years Of Agile: An Interview with Robert C. "Uncle Bob" Martin By InformIT Editorial Team, Robert C. Martin Aug 3, 2011 InformIT interviews Uncle Bob Martin, one of the original Agile Manifesto signatories, on the ten-year anniversary of its creation.

The Big Picture of Agile Requirements By Dean Leffingwell Feb 9, 2011 We are now at the point in time where a number of organizations have made the transition before us and some common patterns for lean and agile software process success have started to emerge -- a Big Picture. In this chapter, Dean Leffingwell offers a quick gestalt of this new, agile, leaner, and yet fully scalable software requirements model.

The Essence of Scrum: An Interview with Kenny Rubin By Kenneth S. Rubin, Matthew Heusser Oct 4, 2012 Matt Heusser talks with Kenny Rubin about his new book, Essential Scrum: A Practical Guide to the Most Popular Agile Process. Learn why Kenny thinks his book can help organizations to apply and sustain the Scrum process.

Scrum Product Backlogs By Kenneth S. Rubin Jul 25, 2012 Kenneth S. Rubin discusses the crucial role of the product backlog in achieving fast, flexible value-delivery flow in the presence of uncertainty.

The Project Manager’s Personal Bridge to Agility By Stacia Broderick Aug 4, 2008 Moving to Agile project management is scary. Stacia Broderick eases the transition.

The Purpose of Agile Planning By Mike Cohn Aug 19, 2009 If estimating and planning are difficult, and if it’s impossible to get an accurate estimate until so late in a project, why do it at all?

The Software Project Manager's Bridge to Agility: Scope Management By Michele Sliger, Stacia Broderick May 21, 2008 Agile project management can help you plan for and handle changes in a project's scope.

Tips for Team Design in Agile IT Organizations By Sriram Narayan Jul 2, 2015 This chapter from Agile IT Organization Design: For Digital Transformation and Continuous Delivery describes how various multiteam configurations, including the matrix organization, reduce organizational agility and how having fewer outcome-oriented, cross-functional teams can help.

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