agile transition
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Creating Your Organization’s Agile Culture Some organizations decide they can just “install” agile by simply telling the technical team members what to do. It never occurred to the managers that much of what makes agile successful is the organizational culture. It's important to recognize that agile is something you work toward—with the whole team. |
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How Agile Bridges the Major Gaps between Development and Testing Agile, by its very nature, is about collaboration. The developers work alongside the testers, the testers see eye-to-eye (at least in most cases) with the developers, and there’s just a more flexible nature to the team itself. It is meant to bridge the major gaps within teams. |
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Agile Transformations Are All about Being Uncomfortable If you’re hoping to become agile, you have to get uncomfortable before you break through and find your stride. Agile is all about growth, and in order to grow, you have to adopt new concepts, practices, and techniques that will force you to change what you’re doing in a way that might not come easy. |
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DevOps Is the Key to Graduating from Waterfall to Agile With the ever-increasing quality standards engrained in the common application user, we’re now at the point where transitioning from the waterfall methodology to the agile methodology isn’t just beneficial—it’s an essential step toward staying afloat in one of the most competitive industries. |
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Collaborative, High-Functioning Teams Start with Agile Managers We often assume that management is pure overhead and adds little value. But management is necessary for teams to be successful. Teams sometimes need help creating environments where it’s easier to make the right decisions in a timely manner. A culture of delegation and trust starts with a good manager. |
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The Problem with Expectations for Agile Teams Too many people sell agile as a way to get better, faster, cheaper. But the problem with setting these high expectations for agile teams is that we too often neglect the roles of and expectations for agile managers. Managers are responsible for creating the environment in which people can deliver great work. |
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Why Netflix Doesn’t Stick to Agile In the case of Netflix, how the company is structured and how they hire engineers makes the prospect of agile less appealing than you might imagine. The streaming service makes use of over a third of the bits on the Internet at peak, but shockingly, Netflix is against the idea of having process. |
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Legacy Code Can Hinder Your Agile Transition Although there's a lot of practice evolution that happens with agile transitions, legacy code can still be a major obstacle to agile success. A few risks and considerations emerge when scaling agile while still managing legacy code barriers. |
