InfoQ Homepage Agile Content on InfoQ
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Infrastructure Code Reviews
As infrastructure becomes code, reviewing (and testing) provides the confidence necessary for refactoring and fixing systems. Reviews also help spread consistent best practices throughout an organization and are applicable where testing might require too much scaffolding.
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Book Review and Author Q&A on Scaling Agile: A Lean JumpStart
Sanjiv Augustine is the author of Scaling Agile: A Lean JumpStart, a short and informative book about scaling Agile methods. It covers an essential set of Lean building blocks as a starting foundation for larger Agile scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and Disciplined Agile Delivery (DAD).
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Q&A on the Scrumban [R]Evolution
In the book “The Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban" Ajay Reddy describes what Scrumban is, explores the principles and theories on which it is based, and shows how Scrumban can be deployed in organizations.
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Four Must-Have Rules for Scaling Enterprise Agile
Agile methodologies long ago proved their efficiency with small co-located teams. But when it comes to moving past team level to organizational scale, Agile practices are up against enterprise development realities like distributed teams, multi-component projects and traditional resource management. No organization is too big, complex or distributed, but they must follow these simple rules
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Linda Rising on Continuous Retrospectives
At the recent Agile Australia conference Linda Rising spoke to InfoQ about adopting an experimentation mindset and running continuous retrospectives in a team.
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Leadership, Mentoring and Team Chemistry
How does fire fighting compare to DevOps? Michael Biven, team lead at Ticketmaster, shares important lessons on leadership, mentoring and team chemistry from his experience as a fire fighter.
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Why Agile Didn’t Work
Why Agile didn't work? In this article Ping discusses the pyramid structure of the 12 Agile principles and the managerial and technical support you need to provide for Agile to work. She uses real-life examples to illustrate some common issues encountered in implementing Agile, and offers some solutions on how to detect and fix these issues.
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Drive: How we Used Daniel Pink’s Work to Create a Happier, More Productive Work Place
The story of using Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We actively translated his principles into real strategies, trials and experiments which we carried out across the organisation. Some things worked and somethings didn’t, but overall we significantly increased motivation and saw remarkable rises in productivity.
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Meeting Developer Demands with WebRTC and CloudRTC Platforms
The WebRTC API lets developers easily integrate real-time comms into their apps. This article is the second part of a two part series analyzing the market of WebRTC platforms. It compares data from late 2013 / early 2014 to a survey conducted in April and May of this year as part of an ongoing coverage of the cloud real-time communications platform market.
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Q&A on the Book Agile Impressions
Gerald Weinberg shares his observations of the agile movement "where it came from, where it is now, and where it's going" in the book Agile Impressions. In the book he explores the agile basics and principles, discusses how he has seen them being violated, and offers ideas and examples for applying the agile principles.
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Agile Introduction: are you a Laggard?
This paper portrays the world-wide state of agile method introduction throughout the world using data from 330 organizations on hundreds of developments. The paper concludes that those adopting agile today are late. They should accelerate their transformation efforts because they need to catch up to be competitive. It summarizes the results of analysis of data from 330 organizations globally.
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A Year in Swarm
The article tells a story of a small team of tightly-knit developers, a “human swarm”, who largely worked on a single screen and keyboard practicing mob programming, had no formally defined roles, performed no estimates, seldom worked on more than one task at a time and delivered a quality product to a satisfied customer.