Dan North gave a talk about business mapping at the Scaling Agile for the Enterprise 2016 congress in Brussels. InfoQ interviewed him about the problems that he sees from a business perspective when the IT part of an organization adopts agile, and asked him what business mapping is and how it can help organizations to increase their agility.
The analysis of competing hypotheses (ACH) method can be used to evaluate multiple competing hypotheses when investigating problems. The method mitigates cognitive biases that humans experience when exploring the causes of problems.
In a blog post on bad code and technical debt Steve Freeman described how Chris Matts came up with the metaphor of an unhedged call option for bad code. This post is being intensively discussed on Reddit and on Hacker News recently. InfoQ interviewed Steve and Chris about using metaphors for bad code and code smells, trade-offs and costs of low quality code, and responsibilities for code quality.
Teams can become so focused that they forget the world around them and risk losing contact with stakeholders. This makes it difficult for them to know what their customers need and how end users will use their products. At the ASAS2014 conference Daisy Rasing-de Joode will show how successful agile teams create synergy by being interdependent and highly collaborative with their environment.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
This article includes advice for doing enough up-front architectural design to provide the needed structure to start a project, aligning the team with the architect’s vision and assessing the possible risks.
Projects and product development is one long series of difficult decisions, says Pascal Van Cauwenberghe. Real Options can help you to take the right decision at the right time, even under difficult circumstances. At the Agile Tour Brussels conference, Pascal presented stories of his experiences with using real options in decision taking.
Should software development look to finance for planning risk and uncertainty? That question recently surfaced in a debate about the “Last Responsible Moment” decision making practice in agile software development. This article covers some recent trends and debate around using finance concepts for risk management and planning in software development.
Clive Gee, an experienced IBM SOA Practitioner, describes how IT securing the networks has evolved into what he refers to as Information risk management. As the collaboration space increases with application integration and service oriented systems, he examines the risk management of the increased the surface area of threats and vulnerability.
Irrespective of the size of the project, stakeholders feel confident when they can a keep track of the risks and their mitigation strategies. Agile heavily promotes the use of information radiators. Keeping in line with the philosophy of radiators, Agilists suggested different ways of depicting risks visually for easy tracking and mitigation.
Real Options, a decision-making process based on Financial Option mathematics, was mentioned by Kent Beck in his 1999 "white book," Extreme Progamming Explained. More recently, Agilists have been exploring how Real Options intersects with Agile. Now Chris Matts and Olav Maassen specifically address the Lean Software community, proposing that application of Real Options improves Lean Development.
Risk management is an activity directed towards the assessing, mitigating and monitoring of risks. Agilists suggest ways to effectively manage risk and use it to make better commitments to the stakeholders.
Software development is Hard. One of the main reasons is that it is a complex adaptive system. Agile - when done right - seems to do a very good job of providing stabilizing feedback. We take a look at what it means for something to be a 'complex adaptive system' and what particular practices in Agile help us out.
Risk management deals with reducing the probability and impact of adverse events on a project. Members of the Agile community discuss whether explicit risk management is required or it is addressed implicitly as a part of Scrum.
Adopting Agile practices requires a shift in the organisation on many different levels, but can making such a change lead to serious trouble?