Project Management for Software Development
Tutorials and tools for managing, estimating, planning and tracking software development projects: PMP, Agile, Scrum, Lean, Kanban
Why should we keep software soft? Because software should be easy to change. This is how this book from Jason Roberts starts. In the first page of the book Keeping Software Soft – A Practical Guide for Developers, Testers, and Managers, he writes “If you want to make developing software...
Working in collaborative, self-organizing Agile software development teams can be challenging. It is important that all team members understand the group dynamics involved and how to effectively facilitate these sessions.
Successful Agile businesses such as Spotify and Netflix have become the example for those on a business agility journey. The secret ingredient they all share… people… more specifically, a mission built around people.
This video outlines three main approaches to software development project management: Waterfall, Agile and Hybrid. When planning and executing a project, it is important to make sure you are using the appropriate Project Management methodology to best meet your project objectives.
In the Agile world, bottom-up continuous improvement is the new mantra that replace the (rarely done) postmortem reviews of traditional project management approaches used in software development.
This book was written in 2004 by Barry Boehm and Richard Turner, but the fact that it is already on its 6th reprint tells something about its value. This is a very pragmatic book that tries to put in perspective agile and plan-driven software development approaches.
Eric Ries defines a Minimum Viable Product as the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. Using the Minimum Viable Product concept is valuable, but its effectiveness is often hampered by excessive process.
Scaling agile is all the rage these days, and especially popular with laggard adopters who want to broaden their management span of control. Most scaling frameworks are just classical military hierarchies suitable to command-and-control: in a suitably arranged organization of 625 people, the average number of communication hops between any...