Agile Doctor

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

I coach the majority of my teams by first modeling the behavior that I expec…

I have often argued that the founders of Agile did not provide reasons why their approaches worked just that they did. Their was empirical evidence, proven by doing the work, or, as they state in t…

In 2002, Jim Johnson of the Standish Group (made famous by their Chaos Report of software project “success”) presented findings of features and functions used in a typical system. The number of feat…

This principle is much like the one previous about sustainable development. Agile doesn’t ask us to shortcut quality and increase technical debt in an effort to deliver software faster. It is precis…

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

When I think on this principle I cannot help but think a…

Metrics. Metrics. Metrics. We love numbers. We measure and put numbers to all kinds of things. We use these numbers to mark our projects as red, yellow and red (of course, the project is always gre…

The most efficient and effective method of conveying information to and with a development team is face to face conversation.

Since there are so many misconceptions about miscommunication around agi…

Principle #5: Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.

If I had to take exception to any value or principle th…

“Business people and developers must work together daily throughout the project.”

I quote this principle verbatim to all the teams I coach constantly because it is the only completely prescriptive p…

Principle #3: Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

While there are many people who believe that the key rea…