The blindfolded tight-rope walker
Sometimes adopting agile practices can be a precarious activity, a balancing act, and without the right training or support, like walking blindfolded across a tightrope.
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agile
In defence of thinking up front
No matter how attractive it seems to just dive in and get started, it still makes sense sometimes to pause first and make sure it is the right thing to do.
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In Defence of Gates
As I have worked on the ‘Agile Extension to the Business Analysis Body of Knowledge‘ over the last year, I have repeatedly come across the assertion–by many agile practitioners–that we no longer need gate meetings on projects. From my experience in leading project governance this confused and concerned me, so I have looked into this and believe I have discovered why
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Agile Extension to the Business Analysis Body of Knowledge: released for review
At the Agile2010 conference in Orlando the International Institute for Business Analysis (IIBA) released a draft of the Agile Extension to the Business Analysis Body of Knowledge (BABOK) — introducing how business analysis on agile projects changes from traditional/waterfall approaches.
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Adding business value – focus on delivering what our organisations really need
How can we be sure that the projects and activities in which we’re involved actually grow our organisations in the direction they need. The incremental adjustments towards an organisation’s goals are termed business value — and in order to understand this, how we can plan to improve it, and measure that we have — we must first define it.
This article reviews a conversation on business value, and ends with a recommended definition that covers most scenarios.
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Becoming a signatory to the Agile Manifesto
Show your support of the agile manifesto by becoming a signatory. I did (#6671) and so can you too, it’s easy … read on.
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