Christopher R. Goldsbury is a software development professional who has played the roles of developer, architect, scrum master, development manager, project manager and quality assurance manager throughout his career. Chris writes on his experiences and ideas at his blog
Chris Goldsbury discusses the perceived conflict between waterfall and agile processes and identifies a set of context factors that provide guidelines for adopting an appropriate hybrid process between the two.
As technologists we often never question how technology is affecting us and our world. This interview with Eric Brende presents an a different view on progress, innovation and technology.
In the last day several blogs have mentioned the interests of Dr. Jeff Sutherland, co-inventor of scrum, in an obscure and somewhat derided area of medical science: electronic medicine. This article covers the controversy.
Is the Lean Startup movement another fad or a real source of value creation? The implications of the latter are extreme. If Lean Startup is a real way to achieve consistent success in new ventures then Eric Ries may have cracked the code toward persistent venture success and ultimately: wealth creation.
Tony Wong, a project management blackbelt, enumerates some practical points on individual procutivity. This article wonders how well these apply to software development and contrasts his list with that of other lists.
With 2012 technology salaries on the rise now may be the time for you to start your job search. This article covers the emerging trends in IT employment in 2012 and how it will impact you as an IT and software professional.
Christopher Goldsbury explores some "bad attitudes" of Agility - assertions about management, documentation, testing, teams, and schedules that are commonly encountered, but contrary to reality. These bad attitudes find refuge and justification in Agile despite the fact they are false. Addressing these viewpoints before they, potentially, darken a good movement is essential.
This article ties a rather abstract and developer centered concept (story points) to the real world of business (spreadsheets and ledgers). Making this connection is essential for management.
How often do you hear that a company attempting to adopt agile practices fails? This article examines and explains the often overlooked organizational reasons that agile fails, why it isn’t obvious, and some potential strategies for coping with organizational impediments. The article’s target audience is managers with budgetary responsibility although technical groups might also find interest.
