Successful agile software development depends on a healthy product backlog. Too often, teams attempting to adopt an agile methodology for a project with a new product owner struggle in their transition due to a sparse product backlog.
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
Adam Auerbach, VP of Quality Engineering at EPAM Systems, chats with TechWell Community Manager Owen Gotimer about how an inexperienced team can start its agile transformation, the value of stand-ups and retrospectives, and how to make remote teams feel more connected.
In this interview, Bob Galen, principal agile coach at Vaco Agile, talks about the importance of getting rid of silos by breaking down the barriers of “them and us” and becoming “we.” He also discusses the need for agile managers to steer away from a tactical management view toward a more strategic leadership view. That means leading their teams by setting expectations and guidelines and being available to help if needed, but ultimately just trusting their teams to get the job done.
Chris Loder, automation architect at InGenius, talks about being a self-taught automation developer, why learning new skills is so important, and the synergy between manual testers, automation testers, and developers.
There are many companies today implementing agile and DevOps practices, usually enabled by a microservices architecture. Most of them are focused on continuously delivering value to their customers within the boundary of a time-bound sprint.
When agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire.
Many agile teams rework previously deployed stories, even after plenty of in-sprint testing. Even well-groomed, refined stories, framed with typical, alternate, and error scenarios and gracefully described in well-formed Gherkin, continue to encounter all sorts of bugs.