Agile rules can sometimes become a barrier to progress and even be perceived as impenetrable. Our Agile Architect spins a story about recognizing these artificial barriers and how to break through them.
If you've seen any trailers for movies lately, you know that superheroes are the new hotness. In a blatant rip-off of the genre, our Agile Architect describes how to have your own secret origin as a super software developer.
Our Agile Architect, for whom Spock was his primary emotional role model, brings in a ringer to talk about the soft skills required to be successful in the agile world.
Agile doesn't just apply to software. Cities around the country are experimenting with agile practices to change how they govern. This is the story of one such unbelievable town.
Software development is a creative process that requires a safe environment where people feel comfortable sharing their bizarre ideas that lead to that next great breakthrough. Our Agile Architect discusses the importance of a safe environment for a successful and creative agile culture.
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.
How's your agile? Our Agile Architect shares with you his in-depth agile maturity assessment based on many years of helping teams and companies be agile. First up, understanding the assessment model and uses.
Our Agile Architect shares the first part of his Agile Assessment, focusing on technical craftsmanship.
Our Agile Architect shares the second part of his Agile Assessment, focusing on quality advocacy.
Our Agile Architect shares the third part of his Agile Assessment, focusing on the user experience.
Our Agile Architect shares the fourth part of his Agile Assessment, focusing on team dynamics.
Our Agile Architect shares the fifth part of his Agile Assessment, focusing on product ownership.
Our Agile Architect shares the sixth part of his agile assessment, focusing on the final areas of project management, risk management, organization support and change management.
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.
Many organizations actually involved with the IoT have come to realize there's a need for a new role that brings other specialist roles together.
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."
The ability to do something is not reason in itself to do it. Every IoT project needs a good business case behind it.