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5 Tips for Making the Most of Your Agile Meetings People think agile entails too many meetings, but usually that complaint has nothing to do with the number of meetings, but rather the way they're run. New agile teams often do everything together because they think that’s what agile expects, but that's not true. Here are five tips to better run your agile meetings. |
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Engineering Architecture Systems for a Faster Build In the era of continuous integration and continuous deployment, big applications are creating bloated build pipelines. The problem is when code becomes so entangled that every change impacts large portions of the system, meaning there’s a lot to rebuild. If you reshape the code architecture, you can reduce build times. |
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7 Good Project Management Practices for Replacing a Legacy System When you need to replace a legacy system quickly, it’s tempting to set aside good project management practices and push forward recklessly. But doing so results in delays, cost overrun, and organizational chaos. Take time to understand the problem, plan and estimate the solution, and set up your project for success. |
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Finding the Bottlenecks in the Agile and DevOps Delivery Cycle To achieve incremental software development and continuous feedback, you need to eliminate the tasks that create bottlenecks, which hinder the flow of development. A chain is no stronger than its weakest link, and identifying these “weak links” is a critical step toward achieving agility and increasing efficiency. |
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Managing the Turbulence of Organizational Change In times of major change, particularly organizational change, it's normal for people involved to experience turbulence, including anxiety, anger, or uncertainty. If you’re overseeing a change, how you communicate with those affected can significantly decrease—or increase—the duration and intensity of that turbulence. |
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Manage Project Problems without Getting Trapped by Catastrophic Thinking It would be short-sighted for any project manager not to consider the potential risks in the project and not to evaluate and continue re-evaluating what can go wrong. But there's a difference between planning for risk and falling victim to catastrophic thinking—focusing on unlikely or irrational worst-case scenarios. |
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The Software World Is Changing—Are You Willing to Change with It? The software landscape is changing. Processes are becoming quicker and leaner, but instead of re-evaluating some of our traditional practices, we sometimes try to make them fit where they don't belong. This holds back continuous improvement. If you want change, you first need to be willing to change. |
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When You Should Get Your Project Sponsor Involved If there are decisions to be made on a project, the project manager may think he's helping by going directly to the customer to get her opinion. But project sponsors represent the organization, and they should be consulted before any significant decisions are made. Do you know when you should get the sponsor involved? |
