Most enterprises will now have experimented with Agile projects. Many projects are a great success and some fail to live up to the limitless hyperbole of Agile. One of observations I have made when working in several enterprises is that the fit between Agile projects and more established Enterprise Architecture function is not fully defined and,… Read more »
Posts Categorized: Agile Management
Last Friday, David offered us an overview of the project inception phase within agile software development. David began by establishing the context of business-owned incremental delivery: business-owned, because the value proposition is determined by stakeholders outside IT; incremental, because there are often commercial opportunities to exploit by delivering ‘smaller and sooner’. When dealing with… Read more »
It seems that Agile has grown up. That was certainly the message I received when I attended the Valtech Agile Edge event recently. The people attending were primarily from large enterprises and the public sector. The type of attendee was not a surprise, given that target audience for the Agile Edge event is programme managers,… Read more »
Agile methods are of clear benefit while our projects are small enough to be delivered by a single small team responsible for the full life-cycle and incorporating all of the various necessary specialisms. As the project size increases we will eventually reach a state where we face a challenge since the team size becomes increasingly
Agile practice irrespective of flavour (Scrum Kanban XP …)can often be reduced to: Work in small batches Deliver often Build the most valuable chunk first And it’s the “value” bit that can get us in trouble. How do we determine which is the most valuable bit? Particularly early on in a project we need to
I feel enthused to blog about my current project, which is the first project I’ve ran where we have a dedicated UX expert on the team. For those of you who are not aware of the term UX, it stands for User eXperience. The UX expert will work closely with the customer and business analysts,… Read more »
Is software engineering the best approach for developing software? Does it apply for the majority of the software projects or just a very few of them?Software Engineering was an answer for the perceived “software crisis”, back in 1968, in the First NAT…
Agile practice irrespective of flavour (Scrum Kanban XP …)can often be reduced to: Work in small batches Deliver often Build the most valuable chunk first And it’s the “value” bit that can get us in trouble. How do we determine which is the most valuable bit? Particularly early on in a project we need to [...]
I walked past two teams doing their daily SCRUM standup today. Both teams claim to be agile. I didn’t join in (even as a chicken) but just observed for a minute or so.
The first team was sitting down in a breakout area. Their body language spoke volumes. There was not one single participant maintaining eye contact with anybody else. Two people were playing on their phones. One developer had his head in his hands. Most had bored expressions. The team leader who is also the SCRUM master was the only person who spoke for the entire time I watched.
The second team was stood in a space near their desks. They were gathered round a task board which appeared to be up to date and the focus of several of the individual’s updates. One person spoke at a time. Almost everybody appeared to be paying attention to whomever was speaking. Most updates were short and concise. A couple rambled on.
Other than both teams calling their meeting a SCRUM I could see no similarities.
As our agile adoption has spread beyond the original teams I suppose it is inevitable that as the experience gets spread a little thinner that people will simply label their existing activities with agile sounding names. Often we have no clear remit in those teams to supply a mentor and to try offer advice would result in rebuttal as team leaders guard their territory. Does this matter? Is there a risk that these teams who are not practicing agile correctly will diminish and discredit agile in the eyes of our programme managers? This is sounding a bit like an excuse for an Agile Inquisition going round checking that no team is using Agile’s name in vain. This cannot be a good thing either.
Jira from Atlassian is a very popular issue tracking software and can be quite effectively used for Agile Project Management. Jira has a plugin (Green Hopper) that allows for creation of a backlog, iterations and tasks. However, with help from the free Mylyn plugin for Eclipse I was able to setup a Product Backlog and Iteration Backlogs.