Agility in Practice
BigVisible co-founder Giora Morein discusses agile coaching, organizational agility and innovation and how to convince executives that change is not only possible, but necessary.
January 25, 2013
2013
Measure and Manage Flow in Practice
Measure and Manage Flow is the third of the core principles of Kanban. It means that the members of the organisation are supposed to measure their progress and use the gathered information to improve their...
January 18, 2013
Transitioning to Relative Estimation
Agile approaches use relative estimations to size requirements during the planning phase. Instead of the traditional man/days measure, you use story points that follow a Fibonacci sequence: 1, 2, 3, 5, 8, 13, 21, 34,...
January 14, 2013
How to Sell Scrum to Your Boss
As Agile adoption is spreading and more software development teams want to adopt an Agile project management approach like Scrum. In this article, Robert Karlsson ask the question the question “Why should your boss let...
January 9, 2013
Accurate Estimating with Relative Size Scale
Estimation is a touchy topic in software development projects. In this article, Grant Rule proposes a quick and easy guide to accurate early estimating of software project size, costs and viability based on clothing sizes:...
January 7, 2013
2012
Managing Project Performance: Aligning Agile and Traditional Metrics
Managing traditional or Scrum project performance is never easy. This talk aligns two different ways of doing it, the Agile and the traditional. Traditional project management is based on the mostly used project management standard,...
December 20, 2012
People Patterns in Software Projects
We spend a large portion of our time thinking about code and technical project issues. What about the people side of things? The majority of project failures occur because of people, not technology. What we...
December 6, 2012
Using Estimating Probabilities in Software Projects
In this article, Markus Sprunck explores the benefits of estimating probabilities in project management. He explains that deviations in projects estimations lead to systematic over-or underestimation of the project efforts. Probabilities are seldom used in...
December 3, 2012
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