Jim Shore on what seperates high performing agile teams from jus I found a talk by Jim Shore at the Dallas chapter of the APLNtalk on what separates the great teams from the average agile teams (it is over an hour long): Since I had no good ideas this morning I just took notes. 1. High performing teams sit together. Teasley study shows that sitting together doubles productivity and time to market is one third: you separate a team because of convenience is it worth the cost. 2. Cult of quality: the believe they are special and are accomplishing something special. Talks about teams forming: Someone asks if you lose one member does it take another year to incorporate a new team member. There is a focus on continuous improvement (much like Lean's perfection principle). 3. Running tested features on a schedule every iteration. 4.
The Big List of Agile Practices This post is probably going to be hated and loved at the same time. Because, when people talk about agile practices, they can sometimes become very religious. Which means I may be putting my head in a noose with this one. But who cares. It's worth it. I like living dangerously. You see, at different occasions I had wanted the availability of a big list of agile practices. Disclaimer: the list below is definitely incomplete, and probably controversial! I constructed the list below from practices found on eight different web sites. If you disagree with the list, or if you think some practices are missing, please let me know! You see, I am considering to use this list for a poll on agile practices and how they are being applied. Thanks already! ReferencesWiki = WikipediaSA = Scrum AllianceMG = Mountain Goat SoftwareC2 = Cunningham & CunninghamAM = Agile ModelingJS = James ShoreXP = Extreme ProgrammingIXP = Industrial XP (picture by the toe stubber)
26 Hints for Agile Software Development October 21, 2009 | Author: PM Hut | Filed under: Agile Project Management 26 Hints for Agile Software Development By Keith Swenson I collect nuggets of wisdom on various topics. Recently I have been going over the topic of Agile software development; what really matters? Get case 1 fully working before starting case 2. These are presented in no particular order. Original article can be found here. Keith Swenson is Vice President of Research and Development at Fujitsu America Inc. and is the Chief Software Architect for the Interstage family of products. Related Articles
Scrum-ban As more people become interested in Lean ideas and their application to knowledge work and project management, it’s helpful to find ways that make it easier to get started or learn a few basic concepts that can lead to deeper insights later. For those that are curious about kanban in an office context, it’s not unusual to find people who are either currently using Scrum, or have some understanding of Scrum as representative of Agile thinking. One way or another, Scrum users are an important constituent of the Kanban audience. Since Scrum can be described as a statement in the language we use to describe kanban systems, it is also fairly easy to elaborate on that case in order to describe Scrum/Kanban hybrids. This can be useful for existing Scrum teams who are looking to improve their scale or capability. The idea of using a simple task board with index cards or sticky notes is as old as Agile itself. A kanban is more than an index card Crunchy on the outside, chewy on the inside
Practical Guide to Distributed Scrum