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Written by Liz Barnett
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Tuesday, 09 January 2007 05:50 |
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| Happy New Year! At this time of New Year's resolutions, it's common to
see IT teams also starting their years with plans to improve work on
their software projects. We always see the headlines about project
failures and disasters; fewer companies want to risk giving away
secrets by divulging details on their successes. At the end of the day,
it's all about delivering value to the business. Yet only a small
number of IT organizations have begun to think about their projects in
this way.
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Last Updated on Friday, 12 October 2007 18:14 |
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Written by Liz Barnett
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Monday, 13 November 2006 03:52 |
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| Fact: Agile
processes are appropriate for large-scale and business critical projects.
Certainly software vendors, the most mature users of Agile processes, see Agile
development as the key to increase revenue and quality of their very products.
Why, then, are IT organizations skeptical? In this issue of the Agile Journal,
we look at a range of techniques and best practices that companies have used on
large Agile projects.
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Last Updated on Friday, 12 October 2007 18:14 |
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Written by Liz Barnett
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Friday, 06 October 2006 06:02 |
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 What does it take to manage an Agile project - let alone a globally distributed Agile project? Developers approach Agile processes with ease, yet many IT managers struggle with the transition. Each week, I read the wealth of experiences shared on industry online groups and blogs and discuss the challenges with Agile teams. It's clear that many companies have succeeded with Agile development and are now looking to expand Agile concepts to their management practices. This month's Agile Journal looks at the issues of planning, organization, facilitation, role definition, and general best practices for managing Agile development.
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Last Updated on Sunday, 21 October 2007 07:09 |
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Written by Liz Barnett
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Friday, 08 September 2006 06:19 |
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 Collaboration and reuse lie at the heart of every Agile project. To deliver quality software, teams must rely on each others' knowledge and feedback. Of course, there's never time to start from scratch - refactoring and leveraging existing assets are mandatory parts of an effective process. It's also great to see reuse truly be a means to an end, rather than seeing companies just promote a "reuse initiative" as a general goal. What's most interesting to me, however, is how distributed Agile projects implement collaboration and reuse. In this issue, we'll hear some experiences from highly distributed onshore and offshore Agile projects and how they've succeeded.
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Last Updated on Saturday, 11 November 2006 22:55 |
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Written by Liz Barnett
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Thursday, 03 August 2006 05:11 |
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| The Agile Manifesto begins by stressing the value of "individuals and interactions over processes and tools." While it's true that the emphasis on people and collaboration makes all the difference on an Agile project, there is no question that tools are a necessary component of success. I've noted many times over the past six years that I have never seen a successful Agile project that did not, at the very least, have a strong software configuration management and build environment in place. This is particularly true for those organizations looking to scale their Agile efforts to enterprise-wide initiatives and distributed Agile projects.
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Last Updated on Saturday, 11 November 2006 22:57 |
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Written by Liz Barnett
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Monday, 10 July 2006 03:23 |
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 Is there a relationship between Agile processes and SOA development? We think so. SOA projects can be the catalysts for teams to change their development processes and adopt Agile practices. And, Agile processes are particularly well-suited to SOA initiatives, emphasizing incremental delivery of business-oriented services. In this issue of the Agile Journal, we'll explore a number of different ways in which Agile processes and SOA initiatives can benefit each other.
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Last Updated on Saturday, 11 November 2006 22:58 |
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