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Are You a Whole Team?

Key to the success of Agile is a "Whole Team", a cross functional team of generalizing specialists. A group that works across boundaries. Matthew Philip diagnoses some of their common problems, such as "Emphasis on Titles", the "Hero Culture" and more. Matthew looks at the root causes and possible cures.

Matthew Philip
on May 12, 2011
Agile at 10 – A State of Contradiction

Mike Beedle states that agile is in a state of contradiction, the agile of 10 years ago is now passé and we run the disk of diluting the real meaning of being agile through lip service implementations without focusing on quality. He echoes the call in the 10 Year Reunion meeting for a concerted focus on quality, and asks what an Agile Manifesto 2.0 should contain.

Mike Beedle
on May 03, 2011
Agile Architecture Interactions

James Madison shows how architects can bring agile and architecture practices together to pragmatically balance business and architectural priorities while delivering both with agility.

James Madison
on Apr 25, 2011
Patterns-Based Engineering: Successfully Delivering Solutions via Patterns

InfoQ spoke with Lee and Celso about the Patterns-Based Engineering: Successfully Delivering Solutions via Patterns book, discussing patterns for working with patterns, MDD and the promise of reuse. The book focuses on how to improve efforts in identifying, producing, managing and consuming patterns – leading to better software delivered more quickly with fewer resources.

Dave West
on Apr 19, 2011
IT And Architecture: Inside-Out Perspectives

The software industry is in disarray, costs are escalating, and quality is diminishing. Promises of newer technologies and processes and methodologies in IT are still far from materializing on any significant scale. Bruce Laidlaw and Michael Poulin - each with more than 30 years of experience compared notes on the past and present of IT and provide insights on what IT needs to make progress.

Bruce Laidlaw Michael Poulin
on Jan 03, 2011
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.

Richard Cheng
on Nov 30, 2010
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.

Shane Hastie
on Nov 11, 2010
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.

Christopher Goldsbury
on Sep 20, 2010
Confessions of A New Agile Developer

This short article is a first-person case history of someone taking up Agility for the first time. It covers the problems and reactions that are common to most teams and most developers.

Rahul Sharma
on Sep 06, 2010
Agile Finance: Story Point Cost

This article ties a rather abstract and developer centered concept (story points) to the real world of business (spreadsheets and ledgers). Making this connection is essential for management.

Christopher Goldsbury
on Aug 18, 2010
Skills for Scrum Agile Teams

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.

Prasad Prabhakaran
on Jul 26, 2010
Manager 2.0: The Role of the Manager in Scrum

Scrum defines just three roles, Product Owner, Scrum Master, and Team - not Manager. Pete Deemer explores the consequences for Managers, how the managerial role might be redefined (including a sample job description), and appointing the manager as Scrum Master.

Pete Deemer
on Jul 23, 2010

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