This article is about requirements, estimation, and planning in agile software development projects. Agile estimation is often seen as being invaluable, yet others dismiss it as waste. The reasons for this disagreement can be traced to disparities in the Scrum and Lean-Kanban ways of working.
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What are the most important and fundamental elements of software engineering? Check out this table.
All of us have seen highs and lows of Agile teams while working in different organizations. The interesting fact is that each organization has its own version of Scrum methodology that is widely believed to be the savior of sluggish development and productive measurement.
How do we deal with bugs in Scrum? Do we size them? Do we add them to a separate backlog? Or do we assign them to a different team running Kanban?
This article is about Agile, iterative and incremental delivery, and how it can take such different forms even when it is based on the same values and the same understanding of the underlying framework--i.e., Scrum.
Do you have an affinity for the boards we use in Agile Software Development (or Agile Project Management)? One expert shares his love of Storyboards, Taskboards, Testing boards, kanban boards or simply job boards.
Need a concrete example of how to get started with acceptance-test driven development on an existing code base? It is part of the solution to technical debt.
There's a different way to approach project planning and management that some projects may find useful. It's called Scrumban...
Agile development--because you are building working software faster and delivering it incrementally--forces development teams to face a common, fundamental problem: how to balance the work of developing new software with the need to support a system that is already being used in production, whether it’s the legacy system that you're replacing, or the system that you are still building--and sometimes both.
We need to change the way we talk about change management. New technologies, practices, and commercial pressures have made traditional change management approaches difficult to apply effectively. Traditionalists view these new ways of working as irresponsible, inapplicable in an enterprise environment. Others have decided that change management is obsolete in a world where organizations need to be highly responsive to commercial realities. Both of these are wrong.