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- Scaling Continuous Integration to Large and Distributed Teams
Why your company NEEDS issue tracking software
Posted by: Mike
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In software development, an Issue or Bug is a glitch in your software system that causes the program to behave in a way other than designed. Issues can range from the show stopper, a fatal error that causes irreparable damage to your software system, to the very minor glitch. Obviously, each issue in the system is not going to have the same importance, or urgency, attached to it. Critical issues, the show stoppers mentioned above, need to be solved first before you can do anything else. Lower urgency issues are the minor ones, which you or your team can put off until time permits.
Why Agile is not Industry Standard in Software Development?
Posted by: Vinayak Mehta
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Ever since I came across Agile methods some years back, I have become a die-hard fan of it. I wonder, why Agile is not been accepted as Industry standard for Software development, even after having many advantages over other methods.
The answer to this question according to me is reluctance to CHANGE. Agile requires difference kind of mind-set; it is a paradigm shift as compared to traditional managed projects. Traditional Managers do not want to change from the way they are working for years i.e. they do not want to come out of there comfort zone and explore new ways to success.
I have come across many people, who by name of ‘Short Release’ become uncomfortable with Agile. I do not have any statistics, but I think, unless Agile is enforced by Customer, there would be few people / project / company, who would advocate Agile.
-Vinayak Mehta
Agile Teamwork - Are you ready for it?
Posted by: Rowan McCann
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Back in the 90’s self-managed teams were gaining popularity, but they had a high rate of failure mainly because team members lacked people skills. These ideas of self-managed teams were borrowed by the Agile movement when in 2001 they formulated a ‘new’ way of working, based on Agile principles. These principles value individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan.
For these ideas to work in practice Agile team members must know something about teamwork and this means understanding a lot about human behavior and why people do the things they do!
Agile team members are usually composed of highly skilled knowledge workers with strong values of Independence. Some are worth more to an organization than the people who manage them! Many software developers are quite introverted, preferring to interact with their computers rather than people. In my experience, companies hardly spend any time on people skills and nothing on the even more difficult concept of what people need to do to ‘self-manage’ into a high-performing team. I’ve had to learn this in the world of experience. I wonder how many readers find themselves in a similar position?
Top 5 Ways to Incorporate CMMI with Agile Methods
Posted by: ExecutiveBrief
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There is a common misconception that CMMI and Agile are polar opposites. One relies on institutionalization and documentation of processes and methodologies, while the other emphasizes interaction among workers and “working software over comprehensive documentation” (Agile Manifesto). Process documentation and institutionalization is the lifeblood of CMMI, and it is often used in critical software development life cycles. On the other hand, the Agile approach is called into action when a project features incremental changes, particularly those that have not been included in initial requirement documents.
There have been criticisms of both, as well: CMMI is used only in security-intensive projects that need massive numbers of workers, layers of procedures, and a rigid development lifecycle. On the other hand, those who implement Agile have been referred to as an undisciplined “hackers” of development projects.
The Software Engineering Institute (SEI) doesn’t think that critics are exactly right; in fact, the institute believes taht naysayers are no farther from the truth. The success or failure of implementing Agile methodologies has nothing to do with documentation, according to Margaret Kulpa and Kent Johnson, authors of “Interpreting the CMMI: A Process Improvement Approach, Second Edition (2008).” You could write reams of documentation about your processes without necessarily practicing what is on paper.
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