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Posted by Scott Ambler on Jun 15, 2006
Ross Pettit, a Client Principal with ThoughtWorks, describes the potential need for an agile maturity model (AMM) and provides some ideas about what the AMM should address. His AMM is not intended to be prescriptive or authoritarian. It is an attempt to create a simple, flexible, fact-based assessment of the degree of agility in fundamental IT practices and, subsequently, in an organization. With this framework, an organization can quickly assess how its current processes enable and inhibit responsiveness and can determine what it should be doing. Fully applied, an AMM also helps identify what teams must change to be able to achieve responsiveness and then structure a business case for making those changes.
Learning to be a Good Product Owner: Foundation Skills
VersionOne is recognized by Agile practitioners as the leader in Agile project management tools. Companies such as Adobe, BBC, CNN, Dow, HP, IBM, Sony and 3M have turned to VersionOne to help deliver greater value to their customers.
I believe that a complete AMM should address in some form the the following concepts as well.
The evolution of requirements. i.e., Where is an organization in defining the right things at the right time. It is not just a question Fat upfront to lightweight on the fly. It is about the "right" level of Requiremetns definition as a request moves through the SDLC.
Evolutionary Stages: Addressing composite measures. As typical in large organization there can be teams at various evolutionary stages. Another issue that needs to be reviewed is the dependancy heirarchy of the chain of applications in the enterprise. Down stream "service" and "support" applications tend to automagically move towards more agile approaches as the requirements for this systems are often provided by upstream technology groups and not business clients per se.
Meauring Progress: A completed AMM should "suggest" Metrics that support clear demonstration of the cost/benefit of moving in either direction along the continum of evolutionary steps. The challange of "restructuring" would become diminished and in fact reveresed as value-add is demonstrated. It would become a natural evolution.
Brian Marick takes us through a quick tour of the most important values and challenges to adopting Agile successfully (they aren't the typical challenges and values we hear in the community).
The line between development and architecture is tricky. Does it exist at all? Is an ivory tower actually needed? There's a balance in the middle, but how do you move from developer to architect?
The word 'authority' sometimes produces an allergic response in hard-line agilists. Freedom and authority – both are bad if misused and both are good if used in right spirit for a noble cause.
"Getting Started with Grails" brings you up to speed on this modern web framework. Companies as varied as LinkedIn, Wired, and Taco Bell are all using Grails. Are you ready to get started as well?
Those familiar with only ITIL V2 often scoff at the thought that ITIL could serve as a governance framework for SOA. With ITIL V3, the focus of the framework shifted towards service-orientation.
SpringSource CTO Adrian Colyer discusses AspectJ, SpringSource's dm Server and tc Server products, OSGi and Scrum.
Heroku's Adam Wiggins talks about Rails, Background Jobs, Add-Ons, Ruby, and how Heroku manages to work around Ruby's inefficiencies using Erlang and other languages.
For Grady Booch the foundation of a good architecture is patterns, SOA being just one of many patterns. In this Second Life presentation, Booch attempts to bring more clarity on what architecture is.
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