How do organizations balance releasing the best product against meeting time-to-market need? In other words, what's the best way to deal with technical debt?
Our client was getting frustrated by working with us as a distributed team -- until we made the right changes.
Over the course of my career, I've found that quality is much more than what the data from test reports can reveal.
Let's be clear: Agile is here to stay. And because it's not an easy transition, it's best to take it in small steps.
"Best practices" and "feedback" are interesting and important concepts in Agile, which I'll explore here.
A badly managed Daily Scrum is easy to spot, but harder to fix. However, some well-tested strategies can help revitalize the meeting and help the team meet the sprint goal.
High-performance Agile teams are always striving to achieve an effective retrospective -- but retros can become lackluster over time. Here's how I've used games to bring energy back to our retrospective meetings.
Use a kaizen board to support effective sprint retrospectives and to prevent some of the common problems that arise during these retrospectives.
Experience has taught me a number of tricks for effective use of Scrum within a team, which I'll share here.
In this article I present key focus areas and checkpoints that help us ensure that evolving and changing business requirements are managed effectively.
Remember the scene in the movie "The Matrix," when the main character must choose the red pill or the blue pill? Choosing whether or not to invest fully in Scrum is much the same -- and here's why.
When you're trying to transition teams to Agile, planning that process is the most important step for success. Planning the process is key
Here is an explanation of how our small team handles multiple projects using Scrum.
Agile teams sometimes have a manager, who should be thought of as a stakeholder or business partner. Here's how good story point estimation can help managers plan and support their teams.
I recently observed an Agile team electing "Team Stars." I don't like this idea and would like to explain my reasons here.
I recently talked with a friend who was discouraged after five months of failing to implement Scrum with his team. Our talk prompted me to list some basic but important points that adopters frequently ignore.
Our team has experienced challenges during our forays into working with Scrum. So now we've compiled a list of best practices that have turned around our work and improved our success rates.
So you want to partner with an engineering services organization. What are the possible pitfalls you could come up against, and how do you avoid them?
Here is a look at why Waterfall was so popular in the early days of the software industry -- and how some of its effects still linger.