Technical debt is one of this great new metaphor that is applied to software development and more specially to agile project management approaches like Scrum. As its financial counterpart, technical debt is not necessary a bad thing as long as you are able to manage it wisely. In this article, Don Reinertsen will help you to put some numbers on the costs and benefits of your technical debt.
In his book Agile Reflections, Robert Galen has aggregated multiple articles that he wrote about transitioning to Agile for the online publication PM Times. The book is based on his experience as in Agile coach helping companies in different phases of their transition to Agile software development.
Scaling and implementing an Agile approach in large projects is one of the hot topic in the Agile community, a natural consequences of the adoption of Agile by larger corporation. In this blog post, Ritika Nanwani shares some of her observations as a member of a large Scrum project.
Many organisations have been swept up in agile process adoption, with good reasons! The Agile Party is coming to a close and many organisations are now beginning to look at where they are and have come to the disheartening realisation that, rather than in a new world of embracing change and competitiveness, they have a lot of new processes, not much to show for it, and people are disillusioned enough to begin to revert to older, familiar ways… This is the unfortunate age of the ‘agile hangover’.
Sprint retrospectives are the most discussed form of retrospectives in Scrum. You can however the same self-analysis and continuous improvement technique to other items of Agile project management. In this article, Madhavi Ledalla discusses release retrospectives.
Agile and Scrum short iterations should provide software development organization with quicker feedback cycles and help them shifting from building the product right to building the right product. In their book “The Lean Mindset”, Mary and Tom Poppendieck provides an original perspective on this issue.
For best results from Agile, you need a solid team. If you belong to, manage, or lead an Agile team, you’ve probably seen that process alone doesn’t translate to great results – and that having a cross-functional group of 7 +/- 2 “resources” doesn’t either. Instead, what makes Agile come to life is the team’s motivated, engaged individuals who communicate, collaborate, and respond effectively. In many organizations, teams rely on their leaders and managers to help them grow and become stronger.
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