Risk refers to uncertain future conditions or circumstances that may adversely impact a project if they occur. A risk represents the possibility, not the certainty, of a future event affecting the success of a software development project. Risk is inherent in all projects. By effectively managing risk, the project team can reduce the likelihood that an adverse event will occur and the impact on the project should such an event occur. Risk management is a repeatable, structured process that identifies and systematically addresses risks to minimize their effect on projects.
Description of the Evo method (based upon the works of Harlan Mills and F.P. Brooks and named Evolutionary / Evo by Tom Gilb), existing mainly of a collection of project management anti-patterns and their treatment. The solutions are more agile than traditional project management approaches.
It has been argued that agile methods only work for small, collocated, self-directed teams that include on-site customers. But what if your customer cannot be on-site full-time, or your development team is distributed around the world, or your developers lack self-directed team skills? Does this mean you cannot take advantage of agile methods? This article presents a case for using key agile practices along with recommended extensions on a broader range of projects, including large and physically distributed efforts. The article motivates the use of agile methods by exposing common myths and providing information that can help managers and customers facilitate practical agility within their organizations.
This paper provides an overview of XPM from a practical "how to" viewpoint. I'll list the XP practices and talk about how to use them in architecture for planning and quality control. I'll cover topics only briefly, with the intent of expanding on them later.
Selecting the right team size—small—is the key to a successful project. By successful we mean one that comes in on time, on budget, with good quality. Further, we mean one that actually completes faster with less effort than the same project attacked with a large team.
By conceiving the project from the beginning as an agile project, you can outsource projects effectively and agilely. This paper describes how one team used Scrum to create an agile RFP, discusses what information should be present in an agile RFP and proposes how to find a partner to trust through a lean, Agile selection process.
While the iterative development approaches found in Agile Software Development fulfill the promise of working software each iteration, that task of choosing which software to build first can be daunting.
As Agile and Scrum are increasingly used to manage software development projects in large companies, Nancy Nee, VP Global Product Strategy at ESI International, provides us with her viewpoint on how the transition to Agile is going on. She also shares some advice on how make the adoption process as smooth as possible.