Eduardo Miranda, associate professor at the Master of Software Engineering program at Carnegie Mellon University explains the need for planning in agile projects, and describes various planning techniques that can be used with agile. He also looks on the impact of agile on project management offices and on the role of project managers in agile projects.
Historical data is a key resource for judging the effectiveness of software process improvement methods and also for calibrating software estimation accuracy. In this article, Capers Jones compares Agile and Scrum with a sample of contemporary software development methods using several standard metrics.
In this article the author shares his thoughts and experience gathered while working together with DEV teams, trying to make sense of metrics. He introduces the practice of Metrics-Driven-Development: using metrics to drive the entire application development.
While stories are commonly used to prioritize development, a basic divide has formed over whether it should be done with numbers or without. 1
Building on their work on Real Options, Chris Matts and Olav Maassen are writing a graphic novel to explain the concepts and share their knowledge. They discussed the novel and the process with InfoQ.
Our panel of leading experts explores some of the challenges and thought processes that go into making their apps as scalable and performant as possible. 1
Developers and the business use numbers differently, leading to poor communication. Here the "Spirit of Agile" tells a developer the trick: translate non-computational issues into number language. 3
Based on traditional Earned Value Management (EVM) metrics, AgileEVM is adapted for an Agile PM context. It allows Agile and traditional projects to be tracked within a single program. 8
Kenji Hiranabe shows how to track project status using Kanban Boards from three viewpoints (Time, Task, and Team) to enhance self-organization and collaboration. 14
Traditional budgets demand committments based on variables beyond managers' control. To support the adaptive organization, Jim Highsmith proposes a two-part model for project and team performance.