The New Methodology
by Martin Fowler (Dec 13, 2005)
Martin Fowler’s introductory article on agile methods, focusing on the two key criteria that sets them apart from the traditional view of software process: adaptive planning and a people-centered approach. The original version of this article appeared in 2000 where it influenced the growing interest in agile methods.
by Diana Larsen and James Shore
Agile methods are solidly in the mainstream, but that popularity hasn’t been without its problems. Organizational leaders are complaining that they’re not getting the benefits from Agile they expected. This article presents a model of Agile fluency that will help you achieve Agile’s benefits. Fluency evolves through four distinct stages, each with its own benefits, costs of adoption, and key metrics.
The Scrum Primer – Short Introduction to Scrum
Scrum Primer is a short, readable and concrete introduction to the Scrum Framework by Pete Deemer, Gabrielle Benefied, Craig Larman, and Bas Vodde.
MANAGER 2.0: THE ROLE OF THE MANAGER IN SCRUM
by Pete Deemer, Scrum Training Institute (Jul 23, 2010)
Like me, you probably get asked the following question quite often: “What’s the role of a manager in Scrum? I’m a manager, and since I’m not mentioned in the definition of the Scrum roles, and the team is self-organizing, does that mean I’m supposed to just… disappear?”
It’s Not Just Standing Up: Patterns for Daily Standup Meetings
by Jason Yip, ThoughtWorks (Aug 29, 2011)
Daily stand-up meetings have become a common ritual of many teams, especially in Agile software development. However, there are many subtle details that distinguish effective stand-ups and a waste of time.
by Martin Fowler (May 1, 2006)
CI is a key practice in agile methods. Many people say they do it, but violate the most important rule: “everyone commits to the mainline every day”. Here’s more on this and the other key practices of CI.
3 Reasons To Avoid Overloading Your Teams
by Matthias Marschall (Apr 16, 2013)
What happens if you exceed the capacity of your development team? What happens when you cram in more features than the team can develop?