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Agile at the Office of Personnel Management
In its attempts to modernize retirement claims processing the Office of Personnel Management had several versions of this project cancelled. The most recent of which used "requirements, design, implement, and test cycles to develop the system. During the testing phases, serious issues became evident". In trying again the director said that they weren't going to repeat the mistakes of the past.
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Key Takeaway Points and Lessons Learned from QCon San Francisco 2010
This article presents the main takeway points as seen by the many attendees who blogged about QCon. Comments are organized by tracks and sessions: Keynotes, Tutorials, Architectures You've Always Wondered About, Java, the Platform, Real Life Cloud Architectures, Agile Evolution, Design at Scale, Dev and Ops: A Single Team, NoSQL, SOA for the REST of Us, and many more!
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JetBrains Developer Tools
JetBrains is one of the few companies that thrives selling developer tools. In this interview you get some insight in their strategies, current and new products and future plans.
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Book Review: The Leader's Guide to Radical Management
Steve Denning's latest book – The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century. He contends that management today is in need of a radical makeover – existing practices are not adequate to meet the needs of the modern high-speed world. He shows how Agile methods are being introduced beyond the software world to deliver benefits to people and organisations.
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Book Review: Making it Big in Software
The focus of this book by Sam Lightstone is helping you become a great software development professional. Career advancement is important, but secondary. Using a mix of interviews, commentary, and advice, this book exposes and explores the principles and values that support professionalism and even craftsmanship.
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Agile Goal Setting
It is well understood that too succeed in developing great applications or even great things in our lives we need goals. Goals that motivate and push us to go beyond the ordinary. However if we Google Agile Goal Setting there are few items that give much consideration to what these should look like or how to create them. Jurgen Appelo looks at what it takes to make great goals.
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Using Coding Katas, BDD and VS2010 Project Templates: Part 3
This is the third and final part of the late Jamie Phillip’s exploration into the world of coding kata’s and Behavior Driven Design. This part shows how to incorporate VS 2010 project templates into the testing process.
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Using Coding Katas, BDD and VS2010 Project Templates: Part 2
This is the second of a three-part series on how Jamie Phillips used a combination of coding katas, behavior driven development, and project templates to improve his development practices. In this part Jamie introduces the reader to behavior driven development and explains how it can improve the effectiveness of unit testing.
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Technical Debt a Perspective for Managers
Developers often talk about Technical Debt saying its slowing your projects down. What are they really saying? What measures can you take to reduce it before it cripples your projects?
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Using Coding Katas, BDD and VS2010 Project Templates: Part 1
This three-part series on using coding katas in practice Behavior Driven Development was written by the late Jamie Phillips, a well-known member of Boston's Agile and .NET communities. When we saw the first draft of this article we were all eager to publish it, but he passed away before we could finish the editing process. With the permission of wife Diana, we proudly present his final work.
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Bad Attitudes of Agile
Christopher Goldsbury explores some "bad attitudes" of Agility - assertions about management, documentation, testing, teams, and schedules that are commonly encountered, but contrary to reality. These bad attitudes find refuge and justification in Agile despite the fact they are false. Addressing these viewpoints before they, potentially, darken a good movement is essential.
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Introducing New Technology in Agile
This article combines the case-study experience of the author and a general decision-making framework for agile teams facing the challenge of introducing a new technology, mid-stream in a project.