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Creating Software from a List of Things? Then Don't Call It Agile There are two ways to think about scope—a list of things to be done or a list of goals to accomplish. As long as scope is defined as a list of things, then your project process is not agile, even if your team is using the mechanisms of agile development within the code creation cycle. |
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Can Agile and Lean Six Sigma Coexist? Joe Townsend explores whether or not agile and Lean Six Sigma can coexist. Since agile is a development methodology and Lean Six Sigma is mainly associated with manufacturing, it would appear that the two are completely incompatible with one another. However, that's not always the case. |
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Why Being Simple Is Better Than Being Simplistic Product managers know that a product needs to be simple to succeed in a market. Although being simple is a product virtue, being simplistic can be a product vice. Scott Sehlhorst evaluates why it's better to create a product that is simple—not simplistic. |
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How Waste Impacts Software Delivery Constant delays at the Brisbane Airport in Australia cost airlines $75 million last year. This hefty cost is not adding any value to the airlines or to the passengers. Venkatesh Krishnamurthy relates this news of financial waste to what he sees as a software delivery coach. |
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Why a Product Strategy Is Not a Product Plan Strategy is important not just because you want to be intentional but also because strategy makes you more efficient. Strategic activities ensure the intended product is the right product. Scott Sehlhorst looks at why a strategy is not a plan; instead, strategy guides planning. |
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Where Do Great Product Ideas Come From? The current information technology trend is that of survival of the fittest, where players thrive based on success factors such as releases of new products that are feature rich, user experience driven, and performance focused. Rajini Padmanaban looks at where the new product ideas come from. |
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Stewardship in Agile Software Architecture and Design Software architects typically don’t own the products that individual teams are creating, yet they help define a cohesive approach to developing the products and are often responsible for defining how different products interoperate. Scott Sehlhorst looks at the idea of architecture stewardship. |
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Brainstorming: A Great Tool for Business Analysts and Everyone Brainstorming is an extremely useful tool in business analysis. In order to yield maximum results, brainstorming sessions need to be well planned and consider the needs and preferences of the attendees. Adrian Reed provides useful tips for preparing a brainstorming session. |
