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| SPONSORED BY: IBM |
 Agile 101: Organizing Teams for Agility at Scale\player
Microsoft has collaborated with InCycle Software to make freely available the InCycle ALM BluePrint. Unlike time consuming ad-hoc do-it-yourself approaches, InCycle Blueprint provides a proven framework combined with a turnkey TFS template and a series of ready-to-use initiatives to accelerate your time to improvement.
Click here to learn more.
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| MEDIA SPOTLIGHT |
Agile Brushstrokes: The Art of Choosing an Agile Transition Style
by Joshua Kerievsky
Agile software processes vary in detail, depth, impact, and endurance as much as painting styles like graffiti differ from Baroque or Impressionist art. What can artists teach us about successful agile transitions, and what can past agile transitions teach us about styles that endured or faded away? Joshua Kerievsky maps agile transitions to art styles and identifies elements that lead to success or failure, offering an excellent perspective on the art of agile transitioning and what style(s) will work best for you.
Read Agile Brushstrokes: The Art of Choosing an Agile Transition Style
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| WHAT'S HAPPENING AT TECHWELL AND STICKYMINDS.COM |
TechWell Blogs
Experts including Lisa Crispin, Steve Berczuk, and Naomi Karten have years of industry experience and are ready to share their insight and interact with you at TechWell Blogs. Join in at http://techwell.com/blogs.
@StickyMinds on Twitter
Want to get a daily dose of what's new and popular on and in Better Software magazine? Follow @StickyMinds on Twitter for regular updates about weekly columns, news, forums, newsletters, and more. |
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| AGILISM: DEFINING THE MOVEMENT |
DEFINING THE MOVEMENT
"Audience"
There is a correlation between artistic ability and success in software development. In practical terms, that means that in today's software development community there exist people who have had high-quality, professional artistic experiences. These experiences gave them the opportunity to perform for large audiences and to understand, at a visceral level, the interaction between the audience, the performance, and the performer. Software creators can learn from performers what it actually feels like to connect to an audience. That is the critical missing piece from normal UX work, where the creators of the software attempt to remove themselves from the user's experience.
From "Software Is Art?"by Chris McMahon |
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| FROM THE DOWNLOAD CENTER |
Extend Agile Beyond Development with Jama Contour
Sponsored by Jama Software
Does everyone understand what we're building and why? Agile methodology teaches us to embrace change at any time within the development process. But how do you track those changes and keep your team and stakeholders in sync when plans evolve? Contour is the industry's most collaborative solution for requirements management and the only solution with the agile Review Center, which provides teams with a fast way to review requirements and get buy-in from stakeholders. Embrace change, collaborate, stay connected!
Try Jama Contour free for 30 days. |
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| CONTENT POINTER |
Getting to "Done"
By Brian Bozzuto
When the tasks in the "Done" column needed more attention, the team created a "Done Done" column. Later, they created a "Done Done Done" column. In this article, Brian Bozzuto discusses how you can stop adding columns and honestly get to "done" without having to kid yourself.
Read Getting to "Done" |
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| BOOK REVIEW |
The Agile Samurai
By Jonathan Rasmusson
Review by Peter Gabris
Is the waterfall dry? At least we know it has much less water than it used to have. The software development process has changed a lot since we rushed to sign the Agile Manifesto almost ten years ago. The Agile Samurai covers all aspects of the agile software development process. The first part, Introducing Agile, describes what the agile is, what it is not, and what an agile team should look like.
Continue reading the review of The Agile Samurai |
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| POWERPASS POINTER |
Magazine Archive
When Software Smells Bad
by William Wake and Dr. Kevin Rutherford
Most software needs to be "maintainable" and have high "internal quality." But what does that mean in practical terms? Code smells form a vocabulary for discussing code quality and how well suited code might be to change. The smells also provide good indications as to what to refactor and how.
Read When Software Smells Bad |
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| THE AGILE EXPERIENCE |
Seven Strategies for Handling Distributed Agile
By Sowmya Karunakaran
Global markets, global talent, and a constant pressure to reduce costs through outsourcing are all major forces that contribute to distributed teams. In VersionOne's 2008 State of Agile Development survey, 57 percent of respondents stated that their teams were distributed. While distributing a team could have practical business reasons, distribution can inhibit communication within the team.
Ken Schwaber writes in his book, The Enterprise and Scrum, "High-bandwidth communication is one of the core practices of Scrum...The best communication is face to face, with communications occurring through facial expression, body language, intonation, and words. When a white board is thrown in and the teams work out design as a group, the communication bandwidth absolutely sizzles."
My article discusses aspects of distributed agile—challenges as well as mitigation strategies—based on experiences and lessons learned from fifty-odd distributed agile projects. I focus particularly on the top seven strategies that are widely adopted and used on projects.
Strategy #1: Managing the Communication Bandwidth The time zone differences between onsite (particularly western) client locations and many of the major offshore development sites like India are so huge that, at times, the business hours are completely mismatched. A mitigation option is to identify the possible overlapping hours. This could vary based on the geographies in which the teams are located. In case of Project A, the teams are distributed across Chennai, India, and New York. Because the overlapping business hours are practically zero, an adjustment has to be made that addresses this.
Identifying the probable windows is the first step. It appears the Chennai team, with a little extension of the business hours, can catch up with the early business hours of the New York team. The Chennai team's work schedule was revamped and modified from 9 a.m. to 6 p.m. to 11 a.m. to 8 p.m.
Continue Reading "Seven Strategies for Handling Distributed Agile."
Visit the Iterations Archive to find out what you may have missed in past issues. |
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| ADVERTISEMENT |
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Click here to register for the Agile Development Practices West 2012 |
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