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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.
Ross Pettit looks at the challenges of introducing Agile processes to an organization and at the up-front activities that are critical to success. Dave McMunn discusses the organizational impact of Agile development and proposes changes to the roles of project managers, business analysts, and testers. Mike Griffiths advocates metrics that are better-suited to managing and measuring Agile projects. And Mishkin Berteig introduces the need for Agile process facilitators and how they can help improve the effectiveness of the work that teams are doing.
Best practices for managing offshore Agile development are in high demand. Peter Vaihansky shares his experiences at a large client in organizing distributed Agile teams and providing effective tools. And Bala Muthusamy nets out his top ten list for global Agile development, including a particular focus on implementing distributed Scrum. And for our case study, Robert Laman, Dannielle Read, and Andy Takats offer their advice for tackling some major challenges on an Agile project for Harrah's Entertainment.
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| Last Updated on Sunday, 21 October 2007 07:09 |
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