Your managers want you to estimate features or projects months or even years in advance. But the work changes—or the code changes, or the people on the project change. What you thought might be a reasonable estimate four weeks ago looks wacko when you revisit it in six months. What can you do?
Venkatesh Krishnamurthy looks at some key ways to measure the business value of your project's agile performance. With consideration to the Agile Manifesto, Krishnamurthy uncovers different approaches to getting the most out of your user stories and defining true value.
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, the challenges of distributed teams, 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.