Enterprises want early and frequent customer feedback to be able to understand their needs and be able to deliver products that create value for them. Brian Murray explains how Yammer uses Minimum Viable Products to test their business customer hypotheses, and why they focus so much attention on the architecture of their products.
Why go an entire year before receiving feedback? Nothing else in the Agile world waits a year, why would feedback? Struggling to make feedback objective? Perhaps objectivity is the wrong goal perhaps reviews should be subjective. Ryan Hagan offers his approach to doing performance reviews with an Agile Team.
Certified Scrum Master training tells us we must conduct Reviews (aka Demo's) at the end of every Sprint. Rarely do we get guidance on how to have a great Sprint Review. Bob Galen has experienced the bad "Demos" that were only Powerpoint and helped coach them to the level where stakeholders clamoured to attend.
In this article, excerpted from the book Coaching Agile Teams, Lyssa Adkins shows you how to activate the journey toward high performance in an Agile team in both provocative and practical ways.
Can refactoring and TDD create “working software” that survives real life? Michael Nygard suggests that "leaky abstractions" ambush us at 5AM when we've paid too little attention to architecture. 25
John Harby participates in several OASIS Committees and was co-author of The Middleware Company SOA Blueprints. Here, he proposes an alternative to the Enterprise Service Bus. 23
InfoQ editor Deborah Hartmann challenges agile practitioners to consider: are our practices still aligned with the Agile Manifesto? 15