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  • Followers

    Your story cards are limiting your agility

    by Joseph Flahiff Follow 0 Followers on  Sep 19, 2013 6

    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

  • Followers

    Planning and Controlling Complex Projects

    by Jutta Eckstein Follow 0 Followers on  Sep 02, 2013 1

    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.

  • Followers

    Interview with Eduardo Miranda about Estimating and Planning Agile Projects

    by Ben Linders Follow 5 Followers on  Jun 24, 2013 4

    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.

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Evaluating Agile and Scrum with Other Software Methodologies

Posted by Capers Jones Follow 0 Followers on  Mar 20, 2013

Capers Jones compares the effectiveness of Agile and Scrum with a sample of contemporary software development methods using several standard metrics. 19

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Metrics-Driven Development

Posted by Mantas Klasavičius Follow 0 Followers on  Nov 30, 2012

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. 9

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The Prioritization Divide: With Numbers or Without?

Posted by Alex Adamopoulos Follow 0 Followers , Paul Dolman-Darrall Follow 0 Followers on  Nov 19, 2012

While stories are commonly used to prioritize development, a basic divide has formed over whether it should be done with numbers or without. 1

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Commitment – Writing a Graphic Novel explaining Real Options

Posted by Shane Hastie Follow 9 Followers on  Apr 05, 2012

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.

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Building Scalability and Achieving Performance: A Virtual Panel

Posted by James Cox Follow 0 Followers on  Jul 22, 2008

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

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Using Numbers to Communicate - in the Spirit of Agile

Posted by Linda Rising Follow 0 Followers , Barbara Chauvin Follow 0 Followers on  Jun 13, 2008

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

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AgileEVM: Measuring Cost Efficiency Across the Product Lifecycle

Posted by Tamara Sulaiman Follow 0 Followers on  Oct 05, 2007

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

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Visualizing Agile Projects using Kanban Boards

Posted by Kenji Hiranabe Follow 0 Followers on  Aug 27, 2007

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

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Executive summary - An Adaptive Performance Management System

Posted by Jim Highsmith Follow 0 Followers on  Aug 09, 2006

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.

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