Agile Alliance: Recent Articles

Agiles Projektmanagement mit PMI® und Scrum

by Tural & Co. (2010-03-07)
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Ein Projekt kann nur erfolgreich sein, wenn es über so viel Eigendynamik wie die Dynamik ihrer Umwelt verfügt.

Projekte reagieren permanent auf Veränderungen in ihren Umwelten, indem sie sich von ihnen irritieren lassen. Wenn die projektinternen Abläufe und das Auftreten den Umwelten gegenüber viabel, d.h. brauchbar, sind, befindet sich das Projekt auf dem Weg zum Erfolg.

Refactoring Large Software Systems

by Sibylle Peter, Sven Ehrke (2010-02-03)
Rating 4.0 out of 5 (1 rating)

What can you do when a strategic software system written in java is unmaintanable? This article presents the precious experience harvested in a large software architecture refactoring project.

Scrum Primer

by Dan Rawsthorne and Douglas Shimp (2010-01-21)
Rating 5.0 out of 5 (1 rating) read comments

Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. Other complexities of applied scrum such as scaling, distribution, etc. will be explored elsewhere.

When Democracy Fails

by Alex Rosiu (2010-01-05)
Rating 5.0 out of 5 (1 rating)

A brief article on taking the right decisions on technical matters.

Metrics and Process Improvement

by Juan Banda (2009-11-13)
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It’s not uncommon to hear that managers are interesting in improving productivity in their teams, metrics-wise this means that the indicators that they’re looking at, should start to show bigger and better numbers.

Metrics are commonly applied for measuring processes and they in turn reflect internal team organization policies and practices. Following this rationale, managers should start improving processes if they want to have better metrics. But what if processes are something that you can’t measure and consequently improve?

Agile Accelerators for offshore based Agile Development

by Vetrivel S (2009-11-04)
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Agile development requires strong collaboration. If you are operating a delivery model of 90:10 (90% – offshore and 10% onsite) or similar 80:20 models, implementing the agile practices could be very challenging. To speed up the offshore agile development with a thin onsite team may require some deviation from the standard thought process.

Being Agile exercise for gaining a common team understanding and consensus

by Russell Pannone (2009-10-30)
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Simple exercise for gaining a common understanding and consensus about what it means to you, the team and the organization to be Agile.

The Challenge

The modern world of Agile systems-software product development and delivery presupposes we work faster and better, do more with less, change continuously, and invent new ways of working. The modern formula for work appears to be:

More Success + Greater Speed + Fewer Resources + Constant Uncertainty + Increased Competition + Quicker Time to Market.

Peoples beliefs, understanding and perspectives as well as their unwillingness and ability to change makes being Agile hard.

Contributing to this challenge is a proliferation of new vocabulary, new terms, old terms having new meaning, guidance, books and articles on the subject and ones interpretation of what it means to be Agile.

Goal of the exercise

Minimize frustration and waste usually associated with gaining consensus on what it means to an individual, team and organization to “be Agile”; as they work through the forming, storming, norming and performing stages of team development.