For Agile developers only familiar with Scrum or XP, it may be unclear how Lean relates to what they do. This article introduces Lean Thinking and how it enhances software development. Ning Lu of ThoughtWorks China identified the biggest obstacle to Lean or Agile as the mind-set developed during the period of large-scale manufacturing.
It's an old story. Techies cave in to the business guys because they don't know how to push back. The problem? Developers use numbers primarily for computation, but the business uses numbers to make decisions. In this story the "Spirit of Agile" encourages a developer to turn non-computational problems and issues into number language.
The role of the Scrum Product Owner is powerful, but challenging to implement. Success can bring a new and healthy relationship between customers/product management and development, even competitive advantage, but it comes at a price: organizational change is often required. In this article Roman Pichler looks at what it takes to succeed as a Product Owner.
Lean thinking aims to reduce waste (in Japanese: muda), overburden (muri) and unnecessary variation (mura). Roman Pichler proposes addressing overburden as the first step toward a leaner process. 8
Based on traditional Earned Value Management (EVM) metrics, AgileEVM is adapted for an Agile PM context. It allows Agile and traditional projects to be tracked within a single program. 7
Why do Agile teams get stuck in the just-average "norming" stage, never making it to the exciting high "performing" stage of team growth? The invisible "learning bottleneck" can stunt performance. 16
"Freedom to choose" underlies many Agile practices. We avoid early commitments to gain flexibility later. The authors propose "Real Options," a thinking tool to help develop and refine new practices. 45
Teams new to Agile wonder which practices to start with, and which will most benefit their own context. This article proposes a customized adoption approach to help teams decide where to focus first.
After our August interview, readers asked how cost overruns could have jumped from 189% in 1994 to 69% in 1998. This month's CHAOS newsletter looks at the mid-90s events impacting project planning. 13
In 2003 Mary and Tom Poppendieck adapted the principles of Lean manufacturing for software development. Now their second book offers practical help for readers implementing Lean software development. 6
The creator of the CHAOS Chronicles, Standish Group founder and chairman Jim Johnson, spent some time with InfoQ discussing his research, and the role of Agile in changing the IT industry. 11
Traditional budgets demand committments based on variables beyond managers' control. To support the adaptive organization, Jim Highsmith proposes a two-part model for project and team performance.