On an agile team, it’s important to know what to say, but even more important to know when to say nothing. This article looks at the power of silence in providing leadership to teams – facilitating but allowing the teams to figure it out.
This article examines the power of resourcefulness and how this quality can be enhanced and leveraged on teams. While these power techniques are explained in an agile context, they are equally applicable where the methods being use are not called agile!
In agile there are a lot of meetings – but not in the traditional sense. This article dives into the topic of meetings and how to keep them fresh, relevant and fun.
Finding ways for teams to have fun starts with identifying impediments and ends with raising creativity by removing them. This article focuses on the power of enabling creativity by examining what blocks it and how to remove these blockers.
In an agile context, the practice of lean consists of employing three high-level principles: using visual management tools, identifying customer-defined value and building in learning and continuous improvement. Lean has some similarities to other agile methods but does not include time-boxed work.
Extreme Programming focuses on software development. In that domain, it borrows on many core agile values, principles, and practices. It also contributes a series of core values, and provides a unique method that can be employed as a whole or in part within the framework of other agile methods.
Kanban was derived from the lean approach to manufacturing developed by Toyota. It is not time boxed, but rather offers some concepts that can be used to drive efficiency on any agile project. It allows for visualization of the workflow, and empowers the team to own and manage its workflow.
Scrum is the most popular agile method, and the one that is probably most often included in any hybrid agile project management method. It is not to be confused with agile itself; scrum is a single but import agile method. Scrum is particularly strong at prioritizing work and obtaining feedback.
This is the first of four posts on the challenges of agile software development – indeed focusing on one primary challenge that, if you can get it right, can be the key to agile project success.
This is the fourth of four posts on the challenges of agile software development – focusing on the primary challenge of balancing the top-down ultimate goals of the project with the bottom-up empowerment of agile teams to influence and achieve those goals, one step at a time.