One of the most common myths about Agile and Scrum is that it’s something that only affects the developers. People, in particular executives and directors, believe that undertaking an Agile transformation means project teams change the way they work together and the rest of the organization just reaps the benefits. While this may be true in the short term, it’s often leadership and management that have to make the biggest changes for Scrum to be successful.
I was inspired to write this post after a chat with a friend who works in an organization that has been using Scrum for a few years. He told me that it didn’t take long for the weaker leaders to struggle as the organization adopted Scrum. He also said that the changes to how teams worked and were led created natural leaders who stepped forward and took the reins, sometimes even people no one expected.
Requirement statements that begin with the phrase “The system shall” are often referred to as IEEE style statements, because they were recommended for specifying software requirements in IEEE standard 830, and still are in 29148:2011.
The IEEE standard for software requirements specification recommends this method as they have many advantages Continue reading →
I find use cases extremely valuable for eliciting requirements. Focusing the discussion on the business process with an informal use case, where each step is simply a bullet point and we don’t worry about using correct use case terminology, makes it much easier to keep conversation on track and productive and helps clarify and avoid misunderstandings that often occur between stakeholders and development staff in requirements discussions. Continue reading →
A hammer is good for nails, not so good for fixing televisions. A scooter is the best way to get around town, unless you’re in Montreal in January. Choosing one method to describe the customer’s need across projects, teams and environments actually hinders good analysts, architects and developers as much as it helps. What is much more valuable is having an analyst who understands and has the ability to use all of the tools, and relying on her to work with her team to decide whether to hammer the nail or take the subway.
Use Cases, IEEE 830 style “The system shall…” requirement statements, and User Stories each have advantages and disadvantages. A good analyst, or project manager, should know the advantages and have the ability to choose which is most appropriate for the project. Continue reading →
I recently took the Scrum Master course and certification. If you work in software development in any capacity and you have the chance, I recommend you take this course, even if you aren’t a proponent of Scrum itself. Approach it with an open mind and you’ll come away thinking a little differently about managing people. I’m not saying you’ll be an Agile convert, but it will make you re-examine lot of the fundamental assumptions of traditional project management.
As a business requirement specialist, I was particularly interested to see how an experienced analyst might fit into Scrum. I had read a couple of books on Scrum, Kanban, and other Agile topics but I found them somewhat vague when it got to Continue reading →
I’ve been working at refreshing my technical skills lately, primarily by experimenting with Google’s Appengine in Java and learning Python through some online courses. This has lead to a number of realizations, but perhaps the most important was the one I had today. Continue reading →
Test Driven Development (TDD) turns the process of writing code and designing systems around, having developers create an automated test or tests before making any changes to the system at all. If the system then fails the test, the developer makes only the changes necessary for it to pass the test, including possibly refactoring the code or addressing the design if necessary. Then the developer reruns the test.