Many companies today are facing the challenges of moving their project teams to use agile development methods. Much of the discussion these days centers on dealing with the issues and hurdles that must be cleared for teams to achieve success on their agile projects. This paper is about our experience in what we’re calling the Agile Marathon: The long-term view of how to maintain success after your team begins to see that they have achieved the benefits of using agile techniques.
Migrating to Agile is more than changing your process. It also requires a change in culture. For most companies changing culture is the most difficult part. I believe this is true for several reasons. These issues should be addressed in two ways. First, you want to address the culture needs of each group head on. We will lay out a game plan for obtaining support from line management, the team, the individual and executive management.
Historically, the function of the human resources department has been twofold: to police the organization for compliance and to help cultivate a vibrant culture in which employees can flourish by recruiting and retaining the best talent.
How do you build your cross-functional teams? One CSP creates his in an agile manner, inspecting and adapting as the project evolves. He says that this allows team members to learn new skills and ensures that the right skills are brought on to the team when needed.
We all know that we are more productive if we can focus on one task. We also know that it is better to do the right thing. Unfortunately, it is not so easy to combine these two pieces of common sense during in the normal course of our life. Let us explore how we can understand the bigger goal and how we can manage to stay focused on the goal during the execution of a project or during the development of a new piece of software.
Stakeholder analysis is a technique to identify and analyze the stakeholders surrounding a project. A proper analysis of the stakeholders will help you to construct a project approach suited to the situation and will allow you to negotiate better with the stakeholders.
In the struggle to set expectations and reward good performance, organizations sometimes tie project measures to performance incentives. To avoid the pitfalls sometimes caused by this link, we must explore the nature of project measures and performance and how to possibly link project measures to incentives so the intended behavior occurs.
Certain XP practices make project managers scoff and programmers wince. Pair programming (or pairing) is one of them. Based on feedback from some of XP's critics, pair programming gets the award for "practice most likely to offend" -- that is, if you had to pick just one. This month, XP coach Roy Miller talks about this radical way to write code, including the misconceptions surrounding pairing, why so many software developers hate it, and why it's so important to your project's success.
If one wants to improve software quality, one ought to analyse not only the quality of the software products but also the production process itself. The work situation of software developers has been analysed in an empirical and interdisciplinary study; its major results are reported here.