Rather than rely on large handoffs between specialties, high-performing Scrum teams learn to do a little bit of everything all the time during a sprint. To do this effectively, teams must make three changes: shift from writing about requirements to talking about them, reduce the size of handoffs and make them more frequently, and pay more attention to the size of the product backlog items that they bring into their sprints.

Anyone interested in finding a testing glossary that already exists can use some great online resources. Defined here are several terms in common use that rarely or never make it into the "official" definitions. Finally, there are some terms in use that no longer support the underpinning technology and need to be either retired or expanded.

This article explains methods to build a team that will embrace "required work" and deliver robust software in a predictable fashion. It proposes a measure that helps calculate the throughput of an agile team by comparing work committed to work actually done.

Introducing a reverse mentoring program provides employees and managers benefits beyond simply learning a new technology or skill.