Shane Hastie presents examples of how the most innocent of question or suggestion can send teams into a spin, and suggests a number of techniques to help create an environment where real communication can happen, irrespective if your team is co-located or distributed.
Seb Rose wonders if estimates are worthwhile and discusses what business people – Steve McConnell, Demarco, Lister, Disraeli - have to say about this.
Martin Thompson focuses on the evolution of Java and how it contrasts to C/C++, covering the cultural challenges of pushing the limits of performance and how to collaborate with industry experts and organize teams, which often stands at odds with the culture in many organisations.
Dan North shares some of the interactions that have shaped his accidental career: the time he killed the production database, the time the team was imploding, the time the boss was wrong, the time he was the boss who was wrong, the time he tried to quit and failed, and a few others, outlining the impact that interactions with people can have on someone.
Dan North believes Agile scales if teams achieve contextual consistency through shared guiding principles, a clear vision and a common understanding.
Wojciech Seliga shares from experience how complex it can be to deal with thousands of tests -unit, functional, integration, performance- for Atlassian JIRA and what they did to bring it under control.
Lance Walton shares the experience of a small team building a trading platform in 6 weeks in Scala and Lift while fighting against an opposing organizational culture.
Ian Cooper reminds what was Kent's original proposition on TDD, what misunderstandings occurred along the way and suggests a better approach to TDD, one that supports development rather impeding it.
Jonathan Mills teaches the top attributes of a good manager, showing 10 techniques on how to improve the productivity and satisfaction of a team’s members.
Tim Lister presents the advantages—and the dangers—of practicing risk management in an adult-like fashion, offering a process for tailoring an organization and discussing how an organization can grow up.
Martin L. Harbolt focuses on methods of providing data to a team to help them remain focused and maintain the rhythm necessary for success: KanBan boards, burn down charts and others, with examples.