James Grenning on Agile, from co-authoring the Manifesto, to fathering Planning Poker, to Agile for Embedded Development
James shares his experience as one of the Agile Manifesto co-authors, fathering the original Agile estimating game (which became Planning Poker) and how Agile methods fit with embedded software development. James also discusses his new book, Test Driven Development for Embedded C, while sharing some surprises, such as his recommendation that teams stop using Planning Poker.
Alan Shalloway discusses the challenges associated with transitioning companies to Lean and Agile methods on an enterprise scale. The interview discusses how Lean and Kanban can be used to encourage encourage incremental change and ongoing improvement, the cultural factors that can hamper Agile adoption, and why practices that benefit teams can actually harm the organization as a whole.
Recorded at the 10th anniversary of the agile manifesto signing, Jim Highsmith discusses how he works with executive management teams to introduce and integrate agile techniques into enterprise organizations from both the business and IT sides. He defines adaptive leadership and discuses adaptive ALM, continuous delivery, lean and Kanban methods.
Are there repeated patterns of failure on Enterprise Agile Enablement efforts? Does success at the team level always result in success at the organization level? Sanjiv Augustine and Arlen Bankston discuss the Seven Deadly Sins that organizations repeatedly make so you can steer clear of them and benefit from a successful Enterprise Agile Adoption.
Michele Sliger helps bridge the divide between traditional project management and Agile so that classically trained PM’s can successfully apply Agile practices, and more importantly, an Agile mindset. Along the way, Michele clears up some of the confusion about the strengthened Scrum Alliance Certified Scrum Professional certification and the new PMI Agile Certified Practitioner certification.
Dennis Stevens discusses ways to identify and focus on business value and risk mitigation in Agile projects. As a contributor to the Agile Extension to the BABOK, and in his work on the ICAgile Business Analysis & Value Management area, and how to identify, prioritize and mitigate risk in software development projects.
Johanna Rothman discusses the application of portfolio management thinking in an Agile way, and having the courage to stop work and cancel projects when they have outlived their usefulness. Tackling topics such as the mission impossible project, the sacred cow project and other management impediments and how to overcome them.
In Agile, adoption and transformation are typically viewed as one big event. Mike Cottmeyer provides a holistic perspective that looks as adoption as the implementation of practices, and transformation along two dimensions, organizational and personal. Mike discusses how they are a means to an end, and how to avoid the trap of focusing on practice adoption as a goal.
Ten Years after the Agile Manifesto Jeff Sutherland muses the question of whether Agile teams are truly Agile. You’re not Agile if you’re not producing product at the end of each sprint. Jeff discusses doing scrum well, velocity and production measurements and the next big challenge for Agile leaders.
In this interview, Lyssa Adkins and Michael Spayd, cofounders of the Agile Coaching Institute, discuss the role of the Agile Coach and the competencies (i.e. facilitation, mentoring, teaching, and coaching) necessary to become effective in that role. Also discussed are ways an Agile coach can transform teams and organizations while reinforcing behaviors that will endure after the coach leaves.
Funding models and portfolio management approaches need to account for increasing levels of uncertainty, change and competition by compressing planning horizons, speeding time to market and recalibrating frequently. In short, organizations should apply real options and Agile methods for project approval, planning and oversight, not just for execution.
In this interview, Jeff Patton discusses the Product Owner role and points out that Agile has never been very focused on the customer. While Agile development excels at “delivery”, it struggles to support “discovery” (i.e. defining what the customer really needs). Also discussed are techniques such as Lean Startup and story maps and the importance of defining business value in an Agile context.