Impact Mapping: Making a Big Impact with Software Products and Projects, by Gojko Adzic, explains how to use an efficient visual modeling technique to ensure that project partners build the right products—or, as the author says, products that have impact. Impact mapping, the subject of this lithe, approachable book, is an adaptation of visual mapping techniques (effect mapping).
What practices can you adopt to help your team experience Agile?
This question was raised by a listener to the podcast we recorded on agile analysis practices with BA coach Yamo. (Find the podcast here.) The specific question that Katie Metcalf asked us was this:
“What Agile techniques would you suggest introducing to a software development team that is currently not using the Agile approach but would like to get a flavor for the methodology?”
Continue readingMy experiences working with agile teams have taught me that agile analysis and testing ski
lls are truly synergestic.
So much so, that I put together a tutorial for the April 2011 Quest Conference (Quality Engineering Software & Testing) entitled, “Requirements Exploration with Tester Collaboration”. Subsequently, I had the honor to work with agile testing guru Janet Gregory to present this at Agile 2011.
Next month, EBG’er Sue Burk will co-present this tutorial with Janet at Software Testing Analysis & Review (STAR) conferences. So, you might be wondering, what are those synergies?
Product needs evolve into requirements that define what will be built, what will be tested, and how the product needs will provide value for the organization. People with testing skills need to be involved in requirements for the same reason the other product stakeholders need to be involved: to boost the team’s ability to deliver a high-quality product.
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I’m honored to share my podcast with Yaaqub (Yamo) Mohamed of The BACoach. We discuss ingredients for effective requirements workshops described in my first book, Requirements by Collaboration: Workshops for Defining Needs.
By Guest Blogger Rob Elbourn, Scrum Team Lead working at a major financial concern in UK. Visit Rob’s Agile78 Blog
I recently attended the “Agile Requirements by Collaboration” presentation at Skills Matter lead by Ellen Gottesdiener from EBG Consulting. Here are some of the main points I got from it.
Ellen described how collaboration needs to happen on several different levels of granularity along the way requirements are viewed on agile projects– the product (which establishes the product or portfolio roadmap), the release and the iteration (or work-in-progress).
Exploring these views can occur in several different facilitated workshops, from the roadmap workshop, to the release workshop to iteration workshops. The corresponding requirements that are clarified or driven out from these workshops also appear on different levels – boulder, rock and pebble.
The idea is that the pebbles form your user stories and are driven out at the level of the iteration workshop. Projects can encounter rock sized requirements at the iteration level and suffer a time delay as new pebble requirements are chipped off from them. This brings to question the level of “doneness” for a user story.
Continue reading“Oh drat”, you think. “I’ve got to do a presentation!” Nevertheless, you smile and ask, “Oh, sure—what’s the date?” Presentation Skills for Technical Professionals to the rescue! Out comes Naomi’s Karten’s splendid book. You open it, eager for your sit-down with your personal presentation skills coach. You are easily captivated by Naomi’s clever style and…
Continue readingBy Mary Gorman
In my Stickyminds.com column “Playing at Work: Agile Games Deliver Value” I share game ideas and experiences – the benefits games can provide, selecting an appropriate game, facilitating a game, and designing a winning game.
Designing and Facilitating Agile GamesWhen writing the column I got to thinking how agile principles could provide a basis for good game design and facilitation. I reflected on a recent experience I had at Deep Agile 2010: Empowering Teams with Agile Games. Working in a small group we created a new game, tested it, and retrospected both the game and our design process in less than half a day. We consciously (and some times unconsciously!) were being agile! (To see and learn more about our game, read Michael Sahota’s summary at The Backlog Is in the Eye of the Beholder.)
To clearly communicate the agile-ness of our work and what we learned I did a quick mapping to the Manifesto for Agile Software Development.
Continue readingby Mary Gorman and Ellen Gottesdiener We liked it when a good thing took on a life of its own. We learned that it really resonated with many folks. We lacked sharing the full understanding of the technique. We longed for more sharing. Liked — Learned — Lacked — Longed For At the recent Deep…
Continue readingAdult children. Jumbo shrimp. Seriously funny. I’m sure you recognize these expressions as oxymorons—self-contradictory phrases, often with an ironic meaning.
Should we add “agile requirements” to the list? Does agile development fit in with traditional requirements practices? And if so, how?
Traditionally, defining requirements involves careful analysis and documentation and checking and rechecking for understanding. It’s a disciplined approach backed by documentation, including models and specifications. For many organizations, this means weeks or months of analysis, minimal cross-team collaboration, and reams of documentation.
In contrast, agile practices—leanLean, Sscrum, XP, FDD, crystalCrystal, and so on—involve understanding small slices of requirements and developing them with an eye toward using tests as truth. You confirm customers’ needs by showing them delivered snippets of software.
Continue readingLast time, I introduced Open Space, an innovative approach to creating change in whole systems and inspiring the best in human performance. Also called Open Space Technology (OST), Open Space was created by Harrison Owen in the 1980s. It’s a self-organizing practice that encourages people to exchange information and ideas in informal settings.
To start, Open Space participants gather in a dynamic opening event in what we call the marketplace. Anyone can offer topics they care about, want to reflect on, and learn about with others. You don’t have to be an expert, guru, or even highly experienced or knowledgeable about the topic you convene. During the marketplace, participants create a board that lists all the session topics people want to talk about, with time slots and locations for each proposed topic.
Then each participant directs her own choices. Groups convene sessions around these topics and record their findings.
Open Space operates on four principles:
1. Whoever comes is the right people.
2. Whatever happens is the only thing that could have.
3. Whenever it starts is the right time.
4. When it is over it is over.
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