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"I was astonished to be invited to what became the meeting that originated the Agile Manifesto because my work had always been based around building models. The Structured Development for Real-Time Systems trilogy with Paul Ward and the pair of Object-Oriented Analysis books with Sally Shlaer all focused on analysis and design, placing much less emphasis on the coding and testing favored by agile practitioners."

"The authors of the agile manifesto asked us ten years ago to rethink the way we (programmers) collaborated with our customers. I, along with my PhD advisors, Robert Biddle and James Noble, were intrigued, hopeful, and also simply keen to understand how it all worked in practice. Not how people think it should have worked, as is so often reported, but how it really worked. We spent the next six years understanding this, and over that time, visited eleven agile teams[1] in five different countries. We visited teams across a variety of industries, with the teams ranging in size from 5 to 60 people."

"Programmers take certain features for granted - sequential programming for instance, writing down an algorithm that does one thing after the other. RelatedVendorContent State of Agile Development Survey Results & Summary Architecting the Ultimate Service Security Control Point 2010 Open Source Integrity Report: Defect Scan of 291 Key Projects Including Android Kernel DataPower: Messaging, ESB, Cloud, Security as an Appliance The Agile Tester However, if you're writing code in Javascript that uses blocking I/O or other long running operations, sequential coding is out of the question because blocking the only thread in the system is a very bad idea. The solution is to implement algorithms using asynchronous callbacks, ie. spread out sequential code over multiple callbacks."

"The traditional Waterfall model fits nicely with the way companies buy things: the requirements are drawn up, a supplier quotes a price (based on their interpretation of the requirements and estimates of cost) and everyone signs a legally binding agreement."

" Robert Myers has more than 25 years of professional experience on software development teams, having consulted for leading companies in aerospace, government, medical, software, and financial sectors. He has trained and coached teams in XP and Scrum since 1999. Rob now continues these activities as Agile Coach at Salesforce.com. He blogs occasionally at PowersOfTwo.agileinstitute.com. "

" Russ Miles discusses how to nurture the skill of learning by understanding it, valuing it and enhancing it in order to achieve an agile transformation within the organization. "

"Kanban is becoming very popular for a lot of great reasons. However, the more people who try it means the more people who will do it completely wrong then blame Kanban for their mistakes and project failures. Like countless tools before it Kanban will suffer the blame of many for their own mistakes. Here are a few ways my teams and I have attempted to give Kanban a bad name, hopefully these examples will keep you from falling into similar traps."

" My concerns are (1) as soon as we start tracking non-story tasks we'll lose focus on delivering customer value, And (2) if we don't make these sorts of tasks visible, we won't make progress on them at the rate we need to. What are good patterns you've seen for dealing with technical tasks that aren't directly attached to a story (or that cut across multiple stories)? "

" I don't see how having the entire team working on the same story is generally the best approach. "

Some interesting thoughts, although his TDD view smells a bit off. interesting comments though.

" Fred George discusses Programmer Anarchy, a development process where programmers are not just empowered to act but the driving force behind a product, leading to substantial increase in results. "