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Measuring Organizational Agility: The Triple T Metric

by Braden Kelley

There is an increasing amount of chatter and confusion out there around what organizational agility is--and a feeling that it must be important to organizational success. Maybe you should consider using the Triple T Metric.

Effective Functional and Cross-Functional Requirements in Agile Projects

by Dina Laresch, PMP

To produce effective functional and cross-functional requirements, project teams must focus on solving real user issues. The author’s team initially ran into problems with delivering software that did not completely resolve market and user needs. To improve their practice, they increased their cross-functional team collaboration and enhanced the requirements management process in their agile projects.


Agile Knowledge Management at the General Services Administration's Public Buildings Service

by Sam Falcone, MSW, MBA, PMP, CSM, Lisa Binckes, M.A., Co-Sponsor

The General Services Administration’s (GSA’s) Public Buildings Service (PBS) needed better knowledge management (KM) approaches for supporting their building maintenance, leasing, construction, and renovation projects delivered annually across the United States. A national KM team, utilizing a rapid piloting approach, customized preexisting/prepaid software tools to quickly meet their information needs. Read the case study for details about lessons learned and critical success factors.

Say Bye to Testing Metrics in Agile Teams

by Paul Carvalho

Stop counting test cases and bug reports in development! They aren’t as helpful as you might think, and there is no direct correlation between these counts and delivered value or quality.


An Introduction to the Cost of Change and Technical Debt

by Mike Griffiths

Application development speed and costs are not linear. Some small design and process decisions have big impacts on project outcomes. This article explores the cost-of-change curve and how agile tackles changes early, and also explains technical debt.

Read My Lips: Agile Isn’t a Speed Play

by Bob Galen

This coach is getting truly tired of talking to managers and leaders whose sole motivation in adopting agile methods is "increased capacity to go faster!" But if agile isn’t a “speed play,” what sort of play is it?


"If you want to please only the critics, don't play too loud, too soft, too fast or too slow."

- Arturo Toscanini