Truly agile is what you are, and to become agile you need to overcome paradigms, argues Arie van Bennekum, co-author of the agile manifesto. It takes "being agile" and not "doing agile" to achieve success. Agile is an interaction concept based on the values and principles of the agile manifesto. Technology facilitates agile working, but tools don’t make you agile.
Sometimes organizations that are adopting agile complain that they didn't get the benefits that they expected to get out of it. One of the possible reasons could be that insufficient attention has been given to performing the technical practices that support the agile values and principles.
Dave Thomas and Martin Fowler participated in a panel for the GOTO Conference series, focused on ‘A retake on the Agile Manifesto’, inspired from Dave’s blog, ‘Agile Is Dead (Long Live Agility)’. In this Q&A, Dave (also known as Pragmatic Dave) explains his thoughts around the panel, his blog and why he believes it’s time to focus less on agile and more on the practical application of agility.
Agile retrospectives help teams to find and do actions to improve continuously. There are different ways to do follow up on the actions and to evaluate if actions are leading to better team performance and more value delivered to customers.
The Manifesto for Agile Software Development values "working software over comprehensive documentation". This core value asks us to think about how much and which kinds of documents are needed and when they need to be written.
A recent Gartner blog raised the issue of Agile projects driving "death march" behavior as each iteration becomes a drive to deliver more and more.
The principle of “responding to change over following a plan”, is it a strength or a flexibility that can’t work in practice? For example, what about agile projects that had difficulties managing changes and customers who expect too much flexibility? Can agile not live up to its promises, or is it the way that teams and organizations have adopted agile that is causing the problems?
Debates are being held in agile communities concerning the right way(s) to do or be agile. It is questioned if you are agile or not, and if you do good or bad scrum. How can you deal with this?
A new "Scrum Kickoff Planner" has just been released by Adam Weisbart with the aim of facilitating team discussion around the important facets of starting a new Agile team or project.
A new survey, conducted by Serena Software at the recent Agile 2012 conference in Dallas, Texas has confirmed that whilst projects using Agile are working well, they could be much better and some of the biggest challenges include upsteam and downstream communication.
A series of recent articles by Steve Denning on Forbes have highlighted the challenges that the Agile community faces to get acceptance by mainstream management.
A recent Forrester report gives evidence to the advance of agility into the business world. This article reviews this trend and some of its potential implications.
Is the Lean Startup movement another fad or a real source of value creation? The implications of the latter are extreme. If Lean Startup is a real way to achieve consistent success in new ventures then Eric Ries may have cracked the code toward persistent venture success and ultimately: wealth creation.
Tony Wong, a project management blackbelt, enumerates some practical points on individual procutivity. This article wonders how well these apply to software development and contrasts his list with that of other lists.
Dave West, Director of Research and Vice President at Forrester, asserts that Water-Scrum-Fall is the norm in IT today. Forrester's research raises the question: is anyone really doing pure scrum?