Tracking change and innovation in the enterprise software development community
As Agile becomes more accepted, concerns from architecture groups are increasing. Traditional ways that architects engage with development groups conflict with Agile methods. This talk describes ways that Agile methods can benefit architects, addresses concerns architects express about agile, and proposes ways that architects and agile development teams can become allies.
A number of commentators have written about the challenges involved in migrating an organisation to an Agile culture. Ken Schwaber has estimated that 75% of Scrum implementations will fail to deliver the anticipated benefits. This article looks at some of the reasons why and what can be done to improve success rates.
IBM Rational and InfoQ preent an eBook, Scaling Agile with C/ALM, "dedicated to all of the functional and dysfunctional organizations that are eager to break down the organizational and cultural silos, and become a finely tuned software delivery machine." The eBook explores the barriers to team integration and scaling and then shows, in detail, how to overcome these obstacles.
This book is for testers on an agile team, test and quality assurance managers transitioning to agile development, and agile teams learning how to approach testing. The book introduces agile testing, how it's different from testing on a traditional team, and what makes agile testers different. The book contains dozens of stories about the various testing-related issues faced and resolved.
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.
Durnall and Parkinson provide a thorough introduction to Lean principles, the idea of "Lean Thinking," and the application of those ideas to software development. IT is viewed as a system, a process, as well as a series of production steps and the presenters show how Lean ideas apply to and can improve each aspect.
Willem and Marc introduce different cultural patterns you can find in software organizations, based on Gerald M. Weinberg's work, and tell how to recognize them, what behavior to expect, and how you can handle unexpected events and change. They show how different agile processes like Scrum, XP, and Lean Software Development fit in, while explaining some common agile failure modes.
Bas Vodde describes strategies for large teams with legacy software to adopt Scrum successfully. Bas discusses communication problems found in most component teams and why and how teams - especially large ones - should make the change to feature teams and how that change affects organizational structure.
Robin Dymond gives an overview of Lean, how it can help take Agile to the 'next level' and why organizations that fail to change will not have successful Agile teams. Robin describes an organizational mismatch between traditional hierarchies and team structures. He believes that organizations will need to reorganize around teams to get the most out of Agile.
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.
