Chad Wathington and Suzie Prince spoke about the importance of feedback and collaboration in teams and keeping feedback going when scaling agile beyond single teams into larger organisations. Designing feedback into the process and keeping the processes people centric. They also discussed new capabilities coming in Mingle.
Enyo Kumahor talks about how Cobat Partners helps companies in Africa to leverage technology, applying the ideas of frugal innovation and pragmatism to delivering products which make a difference to the daily lives of people in Africa, despite the constraints they must work within. She discusses how these ideas apply beyond Africa, and how IT professionals around the world can help.
James Grenning on Agile, from co-authoring the Manifesto, to fathering Planning Poker, to Agile for Embedded Development
James shares his experience as one of the Agile Manifesto co-authors, fathering the original Agile estimating game (which became Planning Poker) and how Agile methods fit with embedded software development. James also discusses his new book, Test Driven Development for Embedded C, while sharing some surprises, such as his recommendation that teams stop using Planning Poker.
Recorded at the 10th anniversary of the agile manifesto signing, Jim Highsmith discusses how he works with executive management teams to introduce and integrate agile techniques into enterprise organizations from both the business and IT sides. He defines adaptive leadership and discuses adaptive ALM, continuous delivery, lean and Kanban methods.
Ten Years after the Agile Manifesto Jeff Sutherland muses the question of whether Agile teams are truly Agile. You’re not Agile if you’re not producing product at the end of each sprint. Jeff discusses doing scrum well, velocity and production measurements and the next big challenge for Agile leaders.
Esther Derby talks about common management and team traps that can impact organisations adopting Agile methods. She describes the conditions needed to form "real teams" and how management can create the right environment to nurture the formation of self organizing teams.
Roy Osherove talks about the challenges and opportunities of being a software team leader. He shares his hard won experiences in growing teams, their members and influencing behaviour. Being a software team lead is about getting out of your comfort zone, creating trust and commitment in your team but also about knowing about team maturity levels and the different approaches needed.
Two of ThoughtWorks’ finest, Martin Fowler and Jez Humble, talk about the notion of Continuous Delivery, which enables organizations to build software that is production ready at all times. To do this, enterprises automate the build, deployment, and testing process, and improve collaboration between developers, testers, and operations. The duo discusses a variety of related issues.
In this interview Jez Humble discusses the concept of continuous delivery, which implies that software should always be production ready throughout its lifecycle. That means that every build could be released into production and run effectively. Continuous delivery involves build and deployment automation, continuous integration, test automation, managing infrastructure and environments and more.
In this interview, Cyndi Mitchell talks about ThoughtWorks’ concept of “Continuous Delivery,” which focuses on the last mile of software delivery. Mitchell also discusses the “adaptive” in ThoughtWorks Studios’ Adaptive ALM (Application Lifecycle Management) strategy, in which Agile solutions must be adaptive to users’ needs. And Mitchell describes ThoughtWorks Studios tools: Mingle, Go and Twist.
Jay Fields and Zak Tamsen have successfully worked with non-technical domain experts to design Domain Specific Languages for some of their projects at ThoughtWorks. In this interview with InfoQ they describe their motivations for using DSLs, and describe how they can be used to empower the business, reduce development time, and increase the agility of projects.