A team charter is a common tool of an agile team to create consensus on how the team will do its work. Unfortunately, the act of creating a team charter can be lengthy and dull. Our Agile Architect describes an alternative approach to team chartering that embraces the agile concept of delivering real value rather than talking about it.
In agile retrospectives, teams will often focus on just their weaknesses, assuming any strength is good. But what happens if the team is spending too much time honing the wrong strengths? Our Agile Architect introduces a fun game to explore the possibility.
Knowledge and experience have an expiration date, especially in the IT world. As our Agile Architect hits 50, he ruminates on the idea that more experience doesn't necessarily equate to better results.
Our Agile Architect analyzes a letter from a reader and answers the question that wasn't asked.
Our Agile Architect ponders the applicability of agile thinking and methodologies outside traditional software development.
Our Agile Architect talks about how to get things "done done."
A spike is the agile terminology for a short period of research unfettered by the constraints of test-driven development and the other disciplines necessary to produce production-quality software. In this article, our Agile Architect gives the low-down on how to use spikes and, more importantly, how not to use spikes.
Recent evidence has surfaced that has produced a surprising confession from the founders of the Agilist movement -- that the true architects of the modern Agilist software movement were in fact the founding fathers of the United States of America.
An agile team is trustworthy, loyal, helpful, friendly…
We know software can be agile. Can teeth be agile too? Our Agile Architect shows how practicing brainstorming can be an important way to find novel solutions to tough problems.
As much as we'd like to believe that our agile teams work in an idyllic world, there can still be divisive disagreements. How does an agile team resolve these conflicts? As usual, our Agile Architect has his own ideas.
Of course you're great. Why do you need to have an annual review to tell your boss? Our Agile Architect talks about an agile approach to the employee review process.
Agile teams deliver software often. Really agile teams deliver software on a continuous basis. Our Agile Architect explores the concepts and techniques behind continuous delivery.
Agile can't work without agile teams, and agile teams are made up of people. People can't work effectively without motivation. Our Agile Architect discusses different ways to motivate agile teams.
The Agile Manifesto describes the values of agile. Agile methodologies tell you how to achieve those values. But what happens when that isn't enough? Is Agile open to compromise?
What is our Agile Architect writing about today? We're not quite sure but it may have something to do with responsibility and his own lack-there-of.
Our Agile Architect commits heresy by suggesting that developers are writing too many tests. Perhaps the question should not be, "Do I have a test?" It should be, "Do I have the right test?"
How does a project get late? One day at a time. Our Agile Architect shares some common pitfalls plus 15 sometimes seemingly contradictory tips that will help you win the war.
There is a common expression that the road to hell is paved with good intentions. Our Agile Architect shares such a tale.
Our Agile Architect experiments with Delegated Authority. How far do you trust your team to make decisions?