It is difficult to exclusively use Scrum or kanban in product development, given the advantages they both provide. The prospect of using the two together can be just as difficult to fathom, yet it is possible for them to coexist —and with optimal results. Read on to learn how to combine the two.
“Lead me, follow me, or get out of my way.” Although General George S. Patton offered these leadership options long before software development, they are very applicable to agile Scrum leadership. Managers should balance all three options for the most productive software development environment.
When switching to an agile workflow, it's assumed that you'll be able to deliver products faster and more efficiently right away. But adopting agile is just one part of the equation. You also have to focus on the technical enablers you need. Adam Auerbach explains some factors that worked for him.
The US Citizenship and Immigration Services, which is the Department of Homeland Security agency meant to oversee lawful immigration, is aiming to automate the integration and delivery of its software projects with a new, paperless immigration system that makes use of agile practices.
In our latest issue of Better Software magazine, the feature articles focus on software licensing and ways to improve your team’s approach to process improvement. Creating software for a wide range of platforms is difficult enough, but enforcing software licensing also can be challenging.
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.
What if there were some kind of a Turing Test for agile teams? A test that could separate those who are just mechanically following the process and those who are emoting the agile essence? This article explores that possibility.