The skills required to be hyper-productive in agile projects are different from those required by a traditional one. This article identifies behavioral and technical skills required for a team to have that edge. Anyone who acquires these "delta" traits should be equipped with the right set of behavioral and technical skills, which enable them to work effectively in an agile project.
A review of Frederick P. Brooks' latest book, The Design of Design. Few individuals have had as much influence on the 'practice' of software development and this book of loosely coupled essays on the essence of design, design process, and the development and nurturing of great designers extends and enhances previous contributions to the field. The review is enhanced with an interview and excerpt.
Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with. Too much central control destroys agility, inhibits creativity and resists change. Too much self-management leads to chaos and anarchy and destroys a team. A successful Agile Team operates as far along self-management as it can, without tipping over into chaos.
InfoQ has conducted a virtual panel with people from JIRA, FogBugz, Basecamp and MantisBT about the evolution of bug trackers and the future developments in this field. 3
IBM Rational and InfoQ present, Scaling Agile with C/ALM, an eBook showing organizations how to become “finely tuned software delivery machines” by enabling team integration and scaling. 6
This hidden side of an Agile transformation includes many soft skills that are at least as important as the more visible practices of Agile adoption. 4