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Codenvy’s Architecture, Part 1

Tyler Jewell, CEO of Codenvy, unveils in this 2-parts article the architecture of Codenvy - a cloud IDE –, providing details on its platform and plug-in architecture, workspace and cluster management, multi-tenancy implementation, IDE collaboration, release model and SCRUM process used for development.

Tyler Jewell
on Sep 27, 2013
Better Agile Adoptions

Agile adoption is struggling - organisations mandate agile practices expecting teams to change their way of working but the changes don't seem to be sustainable. This is the first in a series of articles which examine why this is happening and suggest an alternate approach - Open Agile adoption based on invitation and engagement rather than mandate and instruction from above.

Dan Mezick
on Sep 21, 2013
Your story cards are limiting your agility

Story cards are a long-established tool for keep track of requests and populating a backlog, but the current common format for storycards can lead to improper focus, improper conclusions, wasted time and wasted opportunity. With a subtle but important change to the way storycards are formatted these issues can be overcome, increasing delivery of real customer value

Joseph Flahiff
on Sep 19, 2013
Implementing Software Lifecycle Integration (Part Two)

In this article we focus on the practical steps a software delivery professional should take in implementing an end-to-end software delivery process. The three basic steps are prioritizing needs, team building, and measuring results.

Dave West
on Sep 16, 2013
Experiments in Performance Management to foster High Performing Agile Teams

Experiments in Performance Management to foster High Performing Agile Teams: A question that often comes up – Agile talks about team performance so why am I measured on individual goals which have little to do with team performance? The author discusses some approaches which can bridge the gaps between performance management and team productivity.

Kamal Manglani
on Sep 13, 2013
Kanban - Isn’t It Just Common Sense?

We have seen how the notion of heuristics is powerful when thinking about product development. The Agile Manifesto can be thought of as a set of heuristics, with individual Agile processes and practices. This Kanban Thinking model includes 5 kanban heuristics that encapsulate the key areas to focus upon, along with 3 impacts that encapsulate the areas of improvement.

Karl Scotland
on Sep 09, 2013
Book Review: Vagrant up and running

Mitchell Hashimoto released his book "Vagrant up and running" which covers everything from basic Vagrant usage to extending its functionality. In seven chapters he explains every aspect of Vagrant - from staring a default VM to extending it via plug-ins.

Matthias Marschall
on Sep 06, 2013
Planning and Controlling Complex Projects

Planning and budgeting large projects is often based on trying to predict how development will turn out. Stories are estimated by the development team, but the budget for the whole project is independent from those estimates. Especially for complex projects this leads most often to (unwanted) surprises. Insights from beyond budgeting can help to increase flexibility, and focus on business value.

Jutta Eckstein
on Sep 02, 2013
The Fail-Safe Organization

Agile has many answers to the challenges of contemporary software development. It also challenges us with a fundamental paradox: learning is essential to success but failure is essential to learning. The challenge is to make our organizations fail-safe, to create an environment where it is safe to take the risks learning requires.

Steve Peha
on Aug 30, 2013
Preparing for Continuous Delivery in the Enterprise

In this article you will find guidance on how to get started realizing a Continuous Delivery vision, especially in the context of existing development and release environments in large enterprises.

Andrew Phillips
on Aug 28, 2013
Capture Knowledge and Make Decisions Transparent in a Design Thinking Process

In Design Thinking a huge amount of knowledge is produced in a very short time and a lot of decisions are made. As time goes by, the knowledge dissipates and it is no longer clear why certain decisions were made. In this article, the authors use a concrete example to show how the knowledge gathered in the process can be captured in an Impact Map and how that is used to make transparent decisions

Jürgen Wagner Matthias Edinger
on Aug 26, 2013
The Case for Software Lifecycle Integration

For many years, software delivery has been treated as an ancillary business process; a business process that, though costing the organization a considerable amount of money, does not have the structure, rigor, or focus of other enterprise business processes such as supply chain management, financial management, and even talent management.

Dave West
on Aug 22, 2013

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