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.
In this interview, Jesper Boeg, author of the new InfoQ book – Priming Kanban, discusses the keys to using Kanban effectively, and how to get started if you are currently using other approaches. Jesper also discusses the benefits of integrating elements of Kanaban into existing Scrum teams and what can be achieved from the team seeing the entire value chain and owning the whole process.
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.
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.
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.
Linda Cook, a well-known agilist, and board member of both the Agile Alliance and the Agile Leadership Network, discusses the agile coaching profession. Among other things, she covers servant leadership, being as a role model, types of individuals appropriate for the profession, and the differences between being an external coach versus being an internal employee in the coach role.
InfoQ sits down with Andrew Hunt, one of the original Agile Manifesto signatories, to discuss how Agile has diverged from the original vision and how pragmatic programming has evolved. Andy discusses CoffesScript, Arduino, and HTML5 and he shares his views on the effectiveness of pair programming, Agile testing methods and other practices.
How did the Toyota Production System influence the formation of Agile practices, and what advances in systems thinking can be useful to Agile thinkers today? This also interview examines the current state of software development in Japan, where waterfall processes still hold sway but Agile techniques are taking hold.
Esther Derby talks about common management and team traps that can impact organisations adopting Agile methods. She describes the conditions needed to form "real teams" and how management can create the right environment to nurture the formation of self organizing teams.