Linda Rising discusses the “agile mindset” – an attitude that equates failure and problems with opportunities for learning – sharing practical suggestions to become even more agile.
Rising is an internationally known presenter on topics related to patterns, retrospectives, the change process, and how your brain works, Linda is the author of a number of publications and four books: Design Patterns in Communications; The Pattern Almanac 2000, A Patterns Handbook; and co-author with Mary Lynn Manns of Fearless Change: Patterns for Introducing New Ideas.
To watch Rising’s interview, click here.
I can’t say it enough: it takes the whole team to build quality into a software product, and testing is an integral part of software development along with coding, design and many other activities. I’d like to illustrate this yet again with my experience a couple days ago.
Recently our team has been brainstorming and experimenting with ways to make our production site more reliable and robust. Part of this effort involved controlling the rate at which the front end client “pings” the server when the server is under a heavy load or there is a problem with our hosting service. Friday morning, after our stand up, the front end team decided on a new algorithm for “backing off” the ping interval when necessary and then restoring it to normal when appropriate.
In this interview, LeanDog co-founder Jeff Morgan talks about both the current state of agile and how we can shape its future. He digs into the different ways that people are watering it down, as well as the possibility for some other methodology to break out in the near future.
Josiah: Your agile development keynote, “The Future of Agile: Dilution, Calcification, or Evolution?” is going to dig into the past, present and future of agile. You bring up the point that agile might be watered down compared to the original vision. Could you give just a few examples of why you think that way?
Jeff: There are new methodologies coming out or new variations of some of the traditional agile methodologies that are making statements like, “it’s okay if we don’t deliver working software every sprint or every couple of weeks.” That’s okay because we’ll just have a hardening phase at the end of it. They’re saying things like we don’t need to incrementally plan. We’ll create a planning period of time, like set aside a week or two to do planning. This just goes against and goes away from some of the principles that were in the original Agile Manifesto.
To read more of Morgan’s interview, click here.
In this interview, Tami Flowers covers ways to successfully implement Agile while maintaining a formal yet lightweight SDLC, including documentation and deliverables, and governance and compliance.
Flowers is a Senior PM at the Sunflower Group. She has held a variety of technical roles including developer, project manager and enterprise architect. She is a PMP, Agile Certified Practitioner (PMI-ACP), and Certified Scrum Master. She believes Agile practices, kept lightweight and tailored for the organization, can help deliver quality technical solutions that provide customer value. Click here to learn more.