 Agile Journal Articles
The Agile Journal publishes original content, articles and regular columns
from industry thought leaders, analysts and software providers on a
wide variety of topics related to agile development best practices and business adoption of agile ideas. Below you will find links directly to our columns
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 Second of a three part series...
In
this second part of our article you'll find the next three challenges we
identified. The experiences shared in this series of articles come from working
in large waterfall oriented enterprises and governmental departments. In our
function as hired Scrum coaches from Xebia we gathered data from projects
having between thirty and sixty people. The systems all comprised multiple
platforms and technologies and often had a service oriented architecture.
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 With so many corporate developers and IT teams beating a path to
Scrum adoption there seems to be a lot of ScrumMaster training (both certified
and otherwise) as well as coaching going on these days. Putting aside any worries about people
receiving just enough training to be dangerous (e.g. 2-3 day ScrumMaster
training is available from many sources) for moment, most of us think this
trend towards Scrum and Agile Development is a very positive one indeed. That said, what concerns me the most is what
I perceive to be an oversight of the need for product owner selection,
investment and support.
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 With more and more scrum'ing and sprinting going on in agile development, let's reflect on the analogy made between Scrum and sports before we take a look at what misunderstandings it may cause within organizations transitioning to agile development practices, in particular Scrum.
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 Allan Kelly's book Changing
Software Development: Learning to Become Agile is not what you might
expect at first. It's not about the practices and techniques to use in order to
adopt and adapt Agile development, nor about how to execute and master various
Agile practices. This book is about how Agile development and its adoption is
really the application of knowledge management, learning organizations, and
organizational change management. Those seeking a deeper understanding of this
connection and what it means when trying to adopt agility won't be
disappointed.
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 We created this set
of questions to help corporate managers select Agile-experienced consultants
and candidate employees for project work. Assembling a team of qualified Agile
people is one thing, but the fact that some Agile practices and principles mean
different things to different people makes it even harder to succeed in
staffing your initiatives.
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 That was me. I
used to be a test professional in waterfall lifecycles. If you are one too,
this article is for you.
As a test
professional in waterfall, I was used to getting the code much later and
buggier than I expected and being under tremendous pressure to finish my
testing before the go-live date hit. Then one day, I found out that there
was a better way. Testers could be involved much earlier in the lifecycle, they
could participate in requirements and design decisions as they happened, and
the code could actually be unit tested before I received it! Heaven? No, Daryl,
it is called Agile.
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 Part 2
In Part 1 of this series, I outlined how software can be
delivered faster, and with higher quality, when automation and Lean thinking
are applied to the development cycle. Now, in Part 2, I will take the general concepts
from Part 1 and walk you through the details of actually implementing an
automation infrastructure. If I achieve my objective (readers, you can be the
judge), I will build up an example that addresses both the key principles and
feedback cycles. Once you're armed and ready for your own quest for continuous
quality, with Lean thinking and a few working examples as your guide, I would
encourage you to think about your existing automation and start by picking just
one or two things to advance.
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 Becoming more Agile involves significant changes in the way that we work on a day-to-day basis. One of the central reasons that many technology professionals embrace Agility is its best practices which enhance the Quality of an application effort. Agile practices cut straight to the reasons that many projects fail. Of course, many organizations have also seen that adopting Agile practices does not automatically guarantee them improved Quality either. What practices should you focus on to ensure that your development efforts benefit from Agile's wisdom in terms of improved quality and productivity?
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 I begin this story by declaring up front that I am not an
"Agilist" or process evangelist. I am the senior software development executive
in a company responsible for delivering products to the marketplace. Like my
peers across industries, I am fundamentally held accountable by my company for
consistently delivering business results.
Process and methodologies are important in delivering this value, but in
the eyes of the company they are secondary to meeting the needs of the
business.
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Ten challenges QA have to face and solve
Agile is a methodology that is seeing
increasingly widespread adoption, and it is easy to understand why - especially
if you consider the developer and user view-points.
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