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4 Signs You're Doing Agile Development Wrong
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Justin Hunter
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Justin Hunter,
User Rank: Apprentice
7/17/2014 | 3:35:13 PM
Re: Agile or...
I have seen a dozen if not more large orgnaizations and they claim to be agile but in reality they are a hybrid of what they want to create. Most of these companies need to understand the basics first. Good blog here about agile framework. 
drice01
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drice01,
User Rank: Apprentice
4/29/2014 | 3:27:02 PM
Re: Agile or...
My guess is that they are probably not going to get done whether they call it agile or whatever approach they had previously.  Yes, they may deliver on-time and on-budget maybe... but was it really done, did it include the highest value features, was there positive market feedback and impact.  I think not.

 

Agile is the only way to deliver high quality features to market that people will actually use and enjoy.  As many referenced, it requires more than a high performing scrum team.  It requires an organization who understands there is huge business value through investing in a more modern approach to business.  People first, then process and then tools.
jagibbons
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jagibbons,
User Rank: Ninja
4/14/2014 | 8:58:16 PM
Re: Agile Executive Pitch Template
Agreed, 2h74webere. The very notion is a "body of knowledge" is contrary to the Agile Manifesto.
jagibbons
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jagibbons,
User Rank: Ninja
4/14/2014 | 8:57:18 PM
Re: Pointed portrayal of agile development
You are right Charlie, in that the feedback loop is critical for the agile framework to succeed. Without continual communication, agile isn't anything more than waterfall with new terms applied to it.
2h74webere
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2h74webere,
User Rank: Strategist
4/11/2014 | 12:08:10 PM
Re: Agile Executive Pitch Template
I have yet to meet a single respected person in the agile community that approves of SCRUMSTUDY or PMSTUDY.  
PDXJ
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PDXJ,
User Rank: Apprentice
4/11/2014 | 11:12:08 AM
Re: Agile Management?
This post reflects much of the thinking I have on agile in my software development company, except in our case, management failed to consider our existing products, including their complexity and detailed inter-relationships between each other, as well as customer needs prior to mandating our shift to agile. They simply wanted our monumental software releases to be developed and delivered faster. And, aside from hiring some highly compensated consultants to come in for a week or so, we've been left to figure it out for ourselves...and I believe we're doing it wrong.

While I don't fault agile itself, the implementation of it in our company (a Fortune 500 software company, you probably have heard of) is going on 2 years now, and it has been ugly. Despite the egotistical proclamations of management today, it isn't working well. Some groups stealthily cling to tenets of waterfall (disguised by agile terminology), not because they are 'clinging to old practices' but because of the needs of our customer base and their desire to release software that works. We've had pushback from some large customers on releasing software to them bit by bit. As agile developed features get turned on, it breaks other software they have. I've yet to hear a coherant explanation how adopting agile is benefiting our customers. We are also highly date-driven here as well, both to satisfy our customers as well as our own leadership.

The problem for us is, we're an old locomotive of a company. We have several 25-30 year old software products full of legacy code, that have deep and extremely complicated inter-connections with each other. There are very few people in the company that truly understand how they all work together. Many of those experts were let go so newly minted, young 'agile saavy' developers could be hired. Going 'Agile' here has increased the number of bugs, the number of support cases and the increasing dissatisfaction among the workforce and customer base. Management egos, however, will not allow us to alter agile to make it work for us.

Silos are worse than ever, with the software development teams heads-down working on software to meet some un-bending magical agile release cadences. Inter-organizational communication is close to non-existant, with the custome support, install and training organizations scrambling for bits of information about upcoming releases. As a result, we've had some spectacular failures inside our organization, as well as with customers.

Engaged, educated management is critical, I've learned, to making agile work in an organization. I'm not seeing it here. In the best interest of our customers, I hope egos can be put aside and voices could be heard admitting that 'strict' agile (isn't that a contradiction anyway) may need to be modified for our products and customers.

 
ElizabethT568
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ElizabethT568,
User Rank: Apprentice
4/11/2014 | 7:45:25 AM
Re: Agile Executive Pitch Template
Hi Abbey,

U r right but notonly Scrum ,PMP also carries imp in case pf Project Managemment.I would say that a PMP Certification is highly respected within both IT & non-IT communities where strong project management skills are required. If you plan on a long term career as a project manager, then yes, even with your level of experience, I would suggest getting your PMP. You can prepare yourself for the exam in one of the <a href="http://www.pmstudy.com/">PMP training</a>providers like www.pmstudy.com/. You can do minimal prep-work to get 40 PMI® Contact Hours and apply to PMI for PMP Exam before the class begins.
PeeterP975
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PeeterP975,
User Rank: Apprentice
4/11/2014 | 6:40:55 AM
Re: Agile Executive Pitch Template
Hi Erik ,


Love the artcle written by you.Wonderfull descriptipon.As a project manager, I use Scrum in my projects. The Guide to Scrum Body of Knowledge by SCRUMstudy provided a complete reference for the Scrum project I am working with. It is a very good book and extremely readable. I really liked sections on risk and quality. The tools mentioned in the processes were very helpful. I highly recommend this book if you are planning to implement Scrum in your organization. You can go through the first chapter available on

http://www.scrumstudy.com

 
Charlie Babcock
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Charlie Babcock,
User Rank: Author
4/8/2014 | 6:33:39 PM
Pointed portrayal of agile development
Nice pointed commentary, Erik. I am reminded throughout how the true benefit of agile development is its ability to enforce a feedback loop, a reality check, with the customer. without it, software can't fit the needs of the business or matching the evolving reality outside the business. At the heart of agile is the belief that we don't know everything we need to know at the start of a big project, no matter how carefully we've attempted to define it. 
2h74webere
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2h74webere,
User Rank: Strategist
4/8/2014 | 5:08:03 PM
Re: Agile Management?
 

Small Batches are key.  Everytime we release and react, we are resetting the "risk counter" back to zero.  As a business owner, I'd much rather have a series of releases that include only a few features and allow the teams to react to the feedback, versus havine one big-bang release.  Long-cycle development is quite literally putting all your eggs in one basket.  
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