Adopting Agile takes courage, perseverance, and continued reinforcement. To meet these needs, a community of Agile Coaches organically emerged at Capital One to provide support and mentoring for projects and organizations seeking to adopt Agile. The community has evolved into an influential body of change agents, which routinely meets to address team or organizational initiatives in Agile projects across the enterprise. By creating an environment where true community can exist and grow, we have added sustainability to our Agile adoption processes and enabled continuous innovation of practices and principles.
The success or failure of a project may be charted in the initiation phase. Therefore, initiation is arguably the most important phase of any project. During the initiation phase, the foundation for the project is established, including the selection of project sponsors and champions and getting their buy-in, which sets the project up for success.
Building great agile software development teams is challenging using traditional hiring methods. Candidates might be able to answer your questions and prove C++ skills, but what you really want are people who are competent and capable, who will work well with others and fit with your Scrum team. Immersive interviewing is the best way I know to hire for agile software development teams, or for any other position in your organization. And like all good agile practices, it begins and ends with the team.
With worldwide access available and relatively inexpensive via the Internet and modern technologies, many organizations are puzzling their way through learning how best to work with individuals and groups in multiple locations and time zones. Any kind of diversity in a team adds to the manager's complications, but building trust between individuals is the biggest problem of all. This article examines the unique trust issues involved in managing a distributed team.
Since the publication of Peopleware by Tom DeMarco and Tim Lister in 1987, the importance of people in the success of software development projects could not be underestimated. This is also true in the software testing domain. In this article, Anna Royzman discusses some of the essential skills of modern software testers that managers should nurture and develop.
Using an allegorical story based on various experiences and Diagrams of Effects this article investigates some actions that can be undertaken to help someone in a subordinate position to become empowered again and improve his or her effectiveness.
Developers and testers often do not work effectively together. Either the developers can change, we can change, or both. I've never had much luck directly changing other people's behavior. I have had luck changing my own behavior to indirectly elicit improvements in the way developers act. And those changes feed back to me, producing a virtuous cycle in our relationship. This paper is about my approach to working effectively with developers. I expect that you, my reader, are a tester and spend most of your time looking for bugs, talking to developers, and writing bug reports.
This article utilizes real project scenarios to demonstrate a set of techniques that support common patterns employed by many effective technical managers across a range of organizations. Planning, status, metrics, and communication (with task performers and senior management) are addressed. If you are a lead engineer, technical manager, or project manager in a growing organization that is striving to institutionalize its processes, this article will provide you with a wealth of insights and practical techniques that could help you become more effective in your job today. If you are a senior manager this article could help you develop more effective technical managers for your organization tomorrow. The techniques shared are particularly relevant to companies that frequently find themselves operating in chaotic environments but are serious about change