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Are You Focusing on the Right Thing in Your Sprint Reviews? The role of demonstration in a sprint review often takes on more importance than it should, even to the extent that some teams refer to the review as a demo. By focusing on the demo you risk having the team do all the talking, rather than a two-way conversation between the team and the stakeholders. |
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Who Is Responsible for Happiness? No one can take full responsibility for another person's happiness. However, a manager can create an environment in which a team can thrive, and that leads to happy environments. Being a servant leader means you don’t micromanage; you manage for outcomes. Is team happiness part of your culture? |
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“Post-Heroic” Leaders and Agile Teams Self-organizing agile teams still need management, but they need a different kind of management from the autocratic style many teams in nonagile organizations have. A "post-heroic" leader is able to shift from an authoritative manner to a collaborative one as needed to optimize team performance. |
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Three Ways to Increase Test Coverage Most defects are due to poorly defined requirements and incomplete test coverage, and fixing an error is cheaper at the coding phase than during testing. In order to ensure more thorough testing, try functional workflow documentation, four-dimensional test coverage, and risk-based prioritization. |
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Terminology Pollution in DevOps Many folks are embracing DevOps best practices. But there is also a dark side in the way that some teams are using terms like continuous integration, delivery, and deployment in vague and confusing ways. Using terminology in a clear and consistent manner is essential when implementing DevOps. |
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Let’s Stop the Password Madness People and organizations definitely should take security seriously. That said, some of the “experts” advising about password security are going too far. Frequent password changes give the appearance of more robust security without actually affecting anything. Payson Hall unpacks this requirement. |
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Focus on the Most Challenging Parts of Your Project We estimate to make decisions and to give an answer to the question, "When will this be done?" But estimation has limits, and trying to estimate too precisely in an agile project is wasteful. By driving the backlog based on priority, you can better deliver what is valuable to the business. |
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Exploring Your Beliefs about Your Customers Have you and your coworkers ever discussed your beliefs about your customers? Or questioned those beliefs? You may surprised at the discrepancy between what you think your customers want and what they actually want. It's a good idea to reconsider every now and then and shake up the status quo. |
