Category Archives: agile

Agile Open Northwest – What Makes Agile Projects Succeed?

For the last session of Agile Open Northwest, Chris pulled out a Greatest Hit, his Group Wisdom Without Groupthink workshop on the topic, "What Makes Agile Projects Succeed?" This workshop teaches a structured brainstorming technique while exploring the topic–a two fer one proposition. First, participants brainstorm silently on the topic, then there are several rounds in which people list their ideas while a scribe posts them on the wall. We had around thirty ideas from this group of around fifteen people. Next, everyone got eight stickers and voted for their top choices. At the end, we rearranged the items according to their popularity and discussed the results.

The winning notiions, as someone pointed out, emphasized teamwork over the technical aspects of agile. "How can Continuous Integration rank so low!?!?" one developer cried. Well, it's possible that in a room full of technical experts, these things are taken for granted and thus don't rank as "important" even though they are essential! Every group we lead through this exercise has a different outcome, as you can see here and here.

Below are the rankings for this group:

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Agile Open Northwest: My Personal Retrospective

Agile Open Northwest Logo There was a moment, sitting in a session billed as "An Oral History of Agile," when Ward Cunningham mentioned that he had the idea to call the Agile Manifesto a manifesto because he'd read Cluetrain, and I realized suddenly both where I was and when I was: My God, I thought, I have shoes in my closet that are older than the Agile Manifesto! I'm here at the very beginning of something big.
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What exactly is agile design? Or better yet, what could it be?

Chris just published an article on InfoQ called Refactoring is Not A Substitute for Design about the debate over what role design plays in agile development. The worry is that agile processes shortchange the very principles of good design, because so much of agile happens at the granular level while design is seen as a macro-level activity. But is that the case? Here is the bit that I consider Chris' main point: Big Design Up Front is not design; it is just one way to accomplish design.

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Fly SD West and get a free upgrade!

We've heard plenty of anecdotal evidence suggesting that tech companies are limiting travel to conferences as part of their cost-cutting measures, and as a result, conference registrations appear to be down. It seems to me that this is a false economy; training your people to be better at their jobs is probably the best approach to increasing productivity per capita in lean times, and the networking that takes place benefits everyone and puts your company in the marketplace of ideas. I say, you're either in or out of the boat, and if you're in, there's no point to having just one oar in the water, because that will make you spin in circles the harder you paddle. I used to teach sailing, so I am in fact an authority on these matters.
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Track Velocity, Not Time Spent on Tasks

A member of a new agile team asked the Scrum Development list how to keep track of the actual time engineers spend on tasks, and how this relates to the agile concept of velocity. Velocity is the agile metric for tracking how fast the team is completing features, and thus how long it will take to complete a project. The group’s opinion was that tracking time spent isn’t necessary or useful.

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