Traditional software development methods are inflexible and fail to respond on aggressive customer requests. In contrast, agile software methodologies provide a set of practices that allow for quick adaptations matching the modern product development needs. Although the value of the agile methodologies is...
development with Bloomy! Are you developing a new software product on an aggressive schedule? Do you need rapid progress and the flexibility to design your product’s software in parallel with hardware? Are your requirements not fully defined? If so then an agile approach to project management co...
Organizational development has always taught us that change is achieved sustainably when it starts with the people. Agile transformations are no different. On the contrary – theManifesto for Agile Software Developmentalready brings this focus to the surface. And the more we learn, the clearer it b...
Although not discussed greatly by the more vociferous proponents of agile software development, it is perhaps apparent from our discussion of the need for refactoring that agile development comes with some costs of its own. Some years ago, Barry Boehm published a famous paper, which demonstrated th...
Let’s take a deeper look at what research says about a few of these. When companies use the word “ninja”, they intend to communicate that they are seeking an aggressive and expert candidate. To most of us though, a “ninja” is a dude. ...
Finally, product management is about empathy — empathy for the developers and how they work, empathy for the customer and their pain points, and even empathy for upper management, who juggle aggressive goals and impossible schedules. This skill in empathy, one developed through immersion within an...
Product owners and scrum masters who push a practice even when it’s clearly not working are seen as bullish or aggressive.In a distributed environment, best practices around tool use play a vital role in enforcing Agile practices. For example, you can enforce code...
The second way to start is a bit more aggressive. If a bank understands what their landing point is, and perhaps can take examples from other players in the industry, they can roll out agile end-to-end in one area of a business. This could be a product, a service, or ...
A project manager that wrings aggressive estimates from the team and “ratifies” them at the start of the sprint will often feel comfortable using the plan later to bully the team. This is why an attitude of “plan the work, work the plan” can create a fracture between the project ...
In longer-running POCs, agile teams may want to plan a more aggressive cadence of weekly or even shorter sprints. Shorter sprints work well when teams commit to quick experiments and stakeholders review and provide frequent feedback. These POCs often have fewer execution complexities, and the ...