Articles, Blog Posts, Books and Quotes on Agile Project Management
After many years of working with Agile and being a witness to its results, we found the main mistakes (the dark side) that usually come up when implementing this methodology. Take a look at some of the reasons why Scrum fails within the software development projects.
Even if Scrum is the most popular Agile framework used in software development, it is not the only approach you can use. In this article, Mark Haynes discusses why you might consider Lean Kanban as a better approach for your organization.
From the perspective of Scrum, metrics and KPI evaluations are a few of the last frontiers in the process for continuous improvement. In this article, Lucas Napoli shares some metrics and KPIs that Agile software development teams should be aware of.
As agile software development approaches are more and more adopted in software development organizations, the title of this book from Kurt Bittner and Ian Spence seems to be right on the target. “Managing Iterative Software Development Projects” contains two major parts.
Now that Agile has established itself as the dominant new trend in software development, the number of books that deal with this topic is increasing every day. Besides the fact that Mike Cohn is a recognized expert in the area of agile project management, why should you buy “Succeeding with Agile” rather any other book published on the same topic?
Scrum and Kanban can be considered as the two main Agile approaches. In a simplistic view, Scrum is often categorized as a product development framework and Kanban is preferred when you want to manage flow or maintenance activity.
“OKRs” is the acronym of “Objectives and Key Results.” This is a collaborative goal-setting tool used by teams and individuals to set goals with measurable results. In his book “Succeeding with OKRs in Agile”, Allan Kelly explains why he considers that “OKRs have the potential to reawaken the early ambition and drive inherent in agile. This time managers can join in too, not as obstacles to change, or change drivers, but as partners focused on the same outcomes for a greater purpose.”
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