Johanna Rothman, technical editor of AgileConnection, highlights some of the content that's being published on the site, including articles about using certain agile practices on an otherwise traditional project, challenges distributed teams have, and another myth for misguided managers.
What happens when the director of marketing becomes a product owner for some of her company's web properties? She gets a crash course on the real meaning of agile development and her role in it all—and a newfound respect for the people who work in software engineering every day.
In the latest issue of Better Software magazine, there are insightful articles covering a wide range of topics impacting the software delivery process. Feature articles explore the next wave of computing: mobile and wearable intelligent devices and the experiences and challenges they bring.
Thirteen years after the creation of the Agile Manifesto, Joe Townsend discusses its role in today's world and delves into the merits of a possible rewrite by its original creators. Townsend also covers some viable alternatives and what other manifestos may appear in the wake of the Agile Manifesto.
Many people on agile teams have at least one person who is not collocated. Those on collocated teams indicate that more of their projects are successful; those on far-located teams have the highest number of challenged projects. What can you do if you're part of a geographically distributed team?
Retrospectives are valuable but often neglected agile practices. Some teams struggle to take the time to hold them, and others don't know how. The book Getting Value out of Agile Retrospectives: A Toolbox of Retrospective Exercises can help you keep your retrospectives engaging and useful.
It's challenging to be a manager or a leader, much less both, and the challenges are greater on an agile team. Jurgen Appelo's book Management 3.0: Leading Agile Developers, Developing Agile Leaders explores what management and leadership mean in a world of agile and self-organizing teams.
Venkatesh Krishnamurthy asks: Can you build effective teams through games? Remember, team building is not a one-time thing—it is an ongoing exercise. It needs constant nourishment from the stakeholders and team members.
If you are thinking of agile as part of a program, each team has to have its own approach to agile because each team has its own risks and problems. If you treat people as adults, explain the desired results, and provide training and other resources they need, they are likely to succeed.
Scrum does not have any specific risk management practices as compared to the PMBOK. However, everything you do in Scrum—as well as any other agile method—will help you identify risk at an early stage. Venkatesh Krishnamurthy explains how to manage risks in agile projects.