Jeffery Payne is CEO and founder of Coveros, Inc., a software company that builds secure software applications using agile methods. Since its inception in 2008, Coveros has become a market leader in secure agile principles and recognized by Inc. magazine in 2012 as one of the fastest growing private companies in the country. Prior to founding Coveros, Jeffery was chairman of the board, CEO, and co-founder of Cigital, Inc., a market leader in software security consulting. He has published more than thirty papers on software development and testing, and testified before Congress on issues of national importance, including intellectual property rights, cyber terrorism, and software quality.
There are lots of good practices that people will tell you aren’t agile. Usually this comes from people who read a book on Scrum or Extreme Programming and took it literally. But agile is not methods and tools associated with a particular methodology; as long as you follow the agile principles, anything is fair game.
The test pyramid is a valuable visual in agile. In particular, it argues that unit tests should make up the majority of tests, and while agile teams recite this principle, it is often not clear why it is so important. Here are five reasons unit tests should make up the majority of tests written for an application.
Too often, organizations try to rush agile change. It is usually because they want to see the business benefits of agile as quickly as possible. Unfortunately, change doesn’t work like that—you can’t rush it. In fact, trying to change too fast often results in no change at all. Here are some examples to avoid.
A so-called generative culture has all the characteristics necessary to support self-directed teams, shared responsibility, experimentation, and continuous process improvement. But what about the rest of us? Most large organizations don't have a culture where agile will take hold so easily. Here's what needs to change.
With the trend toward a more continuous delivery and deployment process, late-lifecycle activities like security assurance present a significant hurdle to continuously delivering value to customers. DevSecOps addresses this by shifting security assurance activities, personnel, and automation closer to development.
One cause of agile project failure is choosing the wrong person as your ScrumMaster. While a bad ScrumMaster is a problem for any team, it is particularly bad for teams new to agile, as the team won’t know they are being led down the wrong path. Here are three mistakes organizations make when choosing a ScrumMaster.
When an organization grows quickly, it puts stress on people, processes, and customers. Burnout happens, things fall through the cracks, and defects creep in. Unfortunately, many organizations try to scale agile too quickly, and that often leads to failure. Here are three of the telltale signs you're scaling too fast.