Developing and delivering products which customers don’t want and for which there is no market can be costly. Agile can help you to efficiently develop products, but you need to know what to build. How can you find out which products your customers need?
Scaling Agile is a source of great consternation - what does it mean, how to scale, what framework or approach to use, what techniques need to change when adopting agile at scale, etc. Richard Dolman & Steve Spearman have built a matrix for comparing agile scaling frameworks. They spoke to InfoQ about their work.
Google engineers have recently published a research paper presenting an empirical study of 26.6 million builds produced during a period of nine months by thousands of developers at Google. The paper describes the build workflow, and analyzes failure frequency, compiler error types, and resolution efforts. Such a study, its authors say, can help improve the build process and support to developers.
Failing fast and often is one of the encouraged practices for agile teams. Sander Hoogendoorn, author of the This is Agile book discusses on his blog the importance of having a strategy that helps you on the decision of aborting a project by assuming its failure on an early stage.
How to manage epics across multiple channels? Agile tools support in managing epics across multiple projects and boards.
This article presents the release process used by Mozilla for their browser.
Pivotal last week released the first version of their new Spring IO Platform 1.0. At its core, the Spring IO Platform is a list of dependencies (and their versions) that work well together. Its implementation is a Maven POM file that you can import into your projects to set the versions for dependencies. These dependencies are curated and harmonized across Spring projects.
Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
The Agile Australia 2014 conference was held in Melbourne, Australia last week. Over 950 people from all around Australia, New Zealand and beyond attended this annual event. The theme of this year’s conference was Embracing Disruption, there were 41 sessions covering five broad topic areas.
Project Management Institute recently published software extension to the PMBOK Guide Fifth Edition. It includes mapping and replacing traditional approaches with their agile alternatives to ease the transition from traditional to agile methods.
Group performance reviews, bonuses and rewards in agile teams to promote team culture.
As the need for software products and services increases organizations look for ways to increase their capacity. Often organizations decide to scale up by adding more people. Some question this approach and suggest alternative ways to be able to deliver more software without adding people.
Results of sixth-annual CMO’s agenda, “The Agile Advantage,” a qualitative survey assessing the role and responsibilities of the chief marketer have been released by marketing strategy consultancy CMG Partners.
Jan-Joost Bouwman and Mark Heistek, from ING Retail Banking Netherlands, presented at Devopsdays Amsterdam how a CMMI-ITIL organization transitioned to a more agile mindset. Somewhat unusually in this kind of sessions, ING presented quantitative evidence of the improvements, such as a marked increase in the number of changes deployed to production and a decrease of the risk value per change.