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Part 8 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
The seventh Agile principle is all about quality.  It says that WORKING software is the primary measure of progress.  I spoke with a noted Agile coach and keynote speaker at a conference recently.  We were having a discussion about the fact that the words quality and testing don’t show up anywhere in the agile manifesto or in the 12 principles.  The point of his argument on why it wasn’t there Read Entire Entry

Part 7 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
Agile principle 5 is all about the people you chose to be a part of your team.  If focuses on the principle that if you get the “right” people, give them the right environment to be successful, and then get out of their way, they will deliver great things.  In an Agile world, the best and brightest are sought out to be a part of the team, and then they are enabled to make the right decisions as a Read Entire Entry

Part 6 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
The fourth Agile principle focuses on ensuring that collaboration between the business and the teams that deliver is active.  The principle goes so far as to say that this collaboration needs to be a daily activity, not just a weekly update, or at the beginning and end of a sprint. When the business is engaged in the project, it has a much higher chance of success. Remember, the Voke survey states Read Entire Entry

Part 5 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
Principle three of the Agile principles is all about speed to value. What this principle tries to accomplish is to find the fastest way possible to get value into the hands of the customer.  This assumes several things.  First, you are adding value and not limiting value.  Second, it assumes that the faster I can get value into the hands of the business the faster they can bring in revenue. And Read Entire Entry

Part 4 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
The second Agile principle focuses on being agile (little “a” in this case).  The primary concept is that change is seen as a positive way to ensure that what you deliver to the customer has the best chance of being correct. Principle two embraces changes, because it would rather make adjustments to timelines and delivery now rather than continue down the wrong path and have to retrace steps.  Read Entire Entry

This is part 3 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
As I have studied and applied Agile practices within my testing teams, I have often referred to the twelve (12) Agile principles.  When you read these principles it is very difficult to find even the slightest bit of issue with them.  In fact, if the majority of teams (whether Agile or not) embraced these principles wholeheartedly, then a majority of projects would be successful.  The problem Read Entire Entry

This is part 2 in a series of 17. To start at the beginning, first read Agile vs Fragile: A Disciplined Approach or an Excuse for Chaos.
As an executive leader of a testing organization of around 750 testers, I had the opportunity to experience many different development methodologies.  Our organization supported multiple software development methodologies including everything from Waterfall to Scrum.  I found it interesting that each team approached the methodology differently.  I found that of the multiple teams that were Read Entire Entry

On February 11-13, 2001, a group of seventeen people met at The Lodge at Snowbird ski resort in Utah.  This group shared a common desire to improve their skills on the ski slopes and to improve the software they developed. Their collaboration created the Agile Software Development Manifesto. The participants of this meeting represented different perspectives on software development, but they all agreed that they wanted to develop an alternative to long project cycles. They may have discussed the concepts of what makes a team agile Read Entire Entry