Recent Articles
Article by TechWell Contributor |
Sep 10 2011 - 9:00pm When organizations use agile practices they may find themselves conflicting with the existing project management processes.ÿ When an agile approach is used for projects that touch outside entities, like consultants or partners, the issue grows even more complex. Organizations with heavy regulatory requirements face a similar challenge. Those just learning the agile frameworks may often ask, "How can we use Scrum and pass an audit?" Read More
Article by Johanna Rothman |
Comments (1) |
Sep 5 2011 - 12:00am Johanna Rothman received a variety of responses to her recent writing on agile architecture. In this article, she attempts to clarify her case for having an architect on some–but not all–agile programs, depending on a number of factors. Read More
Article by Daryl Kulak |
Aug 18 2011 - 1:08pm In this personal experience story, Daryl Kulak relates the day he spent behind bars. He was there to participate in a program that pairs prisoners with software developers “from the outside” to explore the art and science of agile software development. “It’s like a code retreat,” Kulak notes, “except it’s inside a prison.” Read More
Article by Davor Crnomat |
Aug 10 2011 - 11:13am In this article, Davor Crnomat introduces a new, efficient method of testing in agile teams called "developer's exploratory testing” (DET). The method focuses on situations where you have few or no dedicated test resources on the team, and it increases the number of found bugs and decreases the time needed to find them. Read More
Article by TechWell Contributor |
Aug 7 2011 - 9:00pm In agile development, what happens to the traditional business analyst? Consider Scrum, currently the most popular agile method. In Scrum, there is no ldquo;business analystrdquo; role. In fact, there is not an explicit role for tester, project manager, architect, developer, data administrator, user experience designer, customer support representative, or product trainer. Instead, Scrum has three roles: the product owner, the ScrumMaster, and the delivery team. Their collective goal is to deliver high-valued product needs continually. So, where and how can a business analyst contribute? Read More
Article by Anupam Kundu |
Aug 2 2011 - 9:00pm "A bad process will beat a good person every timer" - W. Edwards DemingProduct owners in large organizations seem to have everything: the talented workforce, thicker wallets, well-recognized brand value,and the infrastructure to turn a seemingly common-sense idea into a spectacular business. Yet, they struggle to find the next innovative product that will create new markets and ecosystems. Is there something wrong with them? What prevents them from functioning like product owners in start-up companies who quickly release new products in the market with lower budgets? Read More
Article by Lisa Crispin |
Jul 18 2011 - 12:43am In this interview, author, speaker, and agile tester Lisa Crispin speaks with Simon Baker, cofounder of Energized Work and recipient of the Gordon Pask award, about the approaches and tools his lab uses. Read More
Article by Steve Berczuk |
Jul 10 2011 - 6:29pm Branching can be an effective solution for managing change, enabling parallel development and improved productivity. But, working on a branch is a distraction and can decrease agility, productivity, and code robustness. This article will help you to understand when the value of working on a branch outweighs the cost. Read More
Article by Lisa Crispin |
Jul 3 2011 - 9:00pm Lisa Crispin's team recently faced a slowdown in the flow of requirements for a project. They were waiting on the product owner, who was swamped, but he was waiting on someone, too. To beat the waiting game, they tried a small experiment involving smiles, frowns, and deadlines. In this article, she describes how the experiment turned out and suggests looking to experimentation when things get tricky. Read More
Article by Ellen Gottesdiener, Mary Gorman |
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Jun 27 2011 - 12:00am “Business analyst” is not a distinct role on Scrum or other agile teams. And yet, the goal for the team—to deliver high-valued product needs—requires strong business analysis skills. Ellen Gottesdiener and Mary Gorman describe the vital analysis work needed reach the goal, regardless of role. Read More
