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Called "the grandmother" of the agile methodologies, DSDM V1 was released in 1995. The methodology is owned and collaboratively developed by the members of the not-for profit DSDM Consortium, and until V4.2 was only available to members. But the recent V5 or "Atern" release is now publicly available. Director Hugh Ivory provided an overview at Agile2007.
Senior members, who have been working in traditional teams, can face issues related to respect and authority when they come to an Agile team. An interesting discussion on Scrum Development group and Agile India group tries to uncover answers that Agile might have for the situation.
Sustainable Pace is a well known XP practice however, different people relate to it in different ways. Could an Agile team increase its sustainable pace by working longer? An interesting discussion on the Scrum Development group tries to debate the correlation between the number of work hours per week and sustainable pace.
Do "empowered" organizations outperform their command-and-control competitors? Business school dean Roger Martin saw this promising approach fail too frequently. His diagnosis: he calls it the Responsibility Virus, and offers tools to help those who would treat the Virus in their own workplace. Reviewer Deborah Hartmann found this book a good explanation of why process is not enough.
"But does Agile scale?" Emerging stories and case studies indicate that it certainly does. InfoQ brings you two excerpts from Dean Leffingwell's book "Scaling Software Agility: Best Practices for Large Enterprises". Chapter 1 presents how Agile methods respond to the need for competitive advantage, and Chapter 2 revisits "Why the Waterfall Model Doesn’t Work".
InfoQ presents a one hour video from the APLN Leadership Summit at Agile2006, where a panel of business leaders spoke about their experiences: Bud Phillips (Capital One Financial), Israel Ganot (BMC Software), Steven Ambrose (DTE Energy), Peter George (Cronos Inc.). Topics included top-down vs. bottom-up adoption, making the leap of faith to enterprise adoption and the value of the PMO.
Agile, once the territory of "early adopters" is coming into the mainstream and meeting resistance. Does this mean Agile can't work in more traditional teams and organizations? Not necessarily, say coaches Michael Spayd and Joe Little, in this InfoQ interview taped at Agile2006. What's needed is an awareness of the need to facilitate organizational change.
This half hour presentation looks at a Fortune 500 company's effort to achieve faster time to market by transitioning from RUP to Agile. At Agile2006 Hussman & Stenstad revealed the gradual process from readiness assessment and chartering through education and practice to the creation of an adaptive culture with a "living plan", sharing lessons learned along the way.
Scrum co-creator Ken Schwaber spoke at Agile2006 on code quality as a corporate asset. InfoQ presents video of his talk, The Canary in the Coalmine. Schwaber discussed how a degrading core codebase paralyses a team and negates any Agility gained through process improvement. He proposed strategies for management to identify, track and stop this downward spiral.
This book guides the reader on crafting their own agile adoption strategy focused on their business values and environment. This strategy is then directly tied to patterns of agile practice adoption that describe how many teams have successfully (and unsuccessfully) adopted them. Business values are also a component of these patterns so your adoption is always focused on addressing your particular environment.
