Graham Dick takes a look at the role of the PM, challenging PMs to become active advocates for Agile by further developing facilitation skills and leading a revolution in their organization.
Barry O'Reilly presents an alternative approach to managing and prioritizing an organization’s portfolio by using an evidence-based approach for making investment decisions.
Big Design Upfront was considered so evil in the early days of Agile that it acquired its own acronym. It’s time we relearned that great products start with asking the right questions.
Giovanni Asproni shows how to create a software architecture with just the right amount of design that can be incrementally evolved (or changed) as the system grows and changes.
Kovas Boguta, David Nolen discuss embracing demand-driven architectures to be able to more flexibly accommodate the rapidly transforming needs of the clients.
Hannah Tometzki shares advice from experience on going through the hurdles of project design - customers dragging their feet, rekindling waning enthusiasm and handling distractions.
Matt Barcomb shares practical ideas for generating and validating projects as Real Options, using value models and risk consideration to create a framework for prioritization and decision-making.
Robert Reppel considers that architects should build software-centric systems as a user experience for customers, products owners, developers, IT, testers and other participants.
Brindusa Axon, David Evans debate the pros and cons of using stories and discuss practices and techniques for improving them.
Michael Ong shares an approach that was used in two environments with success to bring products to market with a focus on users while considering business conditions and constraints.
Pieter Hintjens teaches a trick he is using daily to create better software clients.
Allan Kelly examines the project model and shows how it fails to match software development, outlining an alternative to it and advising on what companies need to do to achieve that.