Agile values working software over comprehensive documentation – It is 1/4th of the original manifesto. That doesn’t mean don’t document! It means don’t document more than you need to document. Documentation does have value, but the practice of documenting got excessive – that’s why a reaction to the bad stuff earned a spot as one of the pillars of agile. This blog post discusses how do you avoid over-reacting when changing a culture of over-documentation?
Rachel Davies, the author of the book “Agile Coaching” published by Pragmatic Programmers, discusses Agile Coaching.
I have observed and participated in a great number of sprint reviews. I’ve seen some quirky things from the Scrum teams as they attempt to demonstrate the working software and artifacts they have produced in the sprint.
“Aspects of Kanban” is an introduction to the Kanban workflow Lean project management system.
Scrum and other agile methods recognize that responsiveness to change is an important aspect of delivering projects. They also recognize that software development is evolutionary and creative. By managing changes through Adaptive planning, Scrum provides a simple yet effective method of planning and tracking project progress. “How to Sustain Adaptive Planning” examines what is needed to sustain Adaptive planning and improve Team’s responsiveness towards customer needs.
This happens all the time on projects: assuming there is consensus when none exists. While good teams can roll with these punches and adapt as they go, it’s a form of waste that can hurt or kill the unwary before they even get out of the gate. To nip this problem in the bud, ThoughtWorks created a lightweight project chartering tool called “The Agile Inception Deck: 10 questions and exercises you’d be crazy not to ask before starting your project.”
Everyone has heard about the benefits of a strong Agile team. They are focussed, extremely productive and self-managing. Why is it so hard to make your agile team gain these same benefits?
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