This is the second in a two-part series about adjusting Agile practices for larger teams. In Part 1 of this mini-series, we took a look at how individuals and interactions impact Agile practices. In Part 2, I’ll share what we’ve seen in the other areas. Confession: Most of these points still come down to individuals […]
Our project teams usually fit into most people’s definition of a small team, even if you include key players from our client in the count. As a result, many of our default Agile practices are best suited to that smaller team size and need a few adaptations as team size grows. On a recent project […]
This is the third in a three-part series about strategies for synchronizing data between systems during a software replacement project. You can read about one-way integration and two-way integration if you want to catch up.
When replacing large existing software systems, we need to be able to use both systems in parallel, or at least parts of the systems. And to achieve that goal, we often need to share data between the two systems. In this three-part series, we’ll look at a number of strategies that you can use.
The Agile principle of delivering value early and often is critical when replacing large, existing software systems. To achieve that goal, we want to be able to use both systems in parallel, or at least parts of the systems. And to achieve that goal in a rewrite situation we often need to share data between […]
Almost three years ago, after spending 13 years as a software developer, I took on the role of Delivery Lead here at Atomic. It was a step away from code and toward all things related to project delivery: project management, backlog management, reviewing completed work, managing the team’s Scrum process, etc. It was a move I […]
We include the term “consultant” in almost all of our job titles at Atomic. We’re a software design and development consultancy, and we like to carry that part of our company identity through to individual job titles. But don’t think that just because you don’t work at a consultancy, you’re not a consultant. Your job […]
When companies make technological changes to keep pace with their industry, they inevitably have to make culture and process changes, too. And those are often significantly more difficult. I was struck recently by similarities between modern corporate culture changes and those described by Dan Carlin in one episode of his Hardcore History podcast.
You won’t see titles like Project Manager, Scrum Master, or Account Manager on an Atomic project team roster. Instead, you’ll see a Delivery Lead, a role we introduced to give our clients a streamlined experience as they work with our teams. Here’s a quick overview of what an Atomic Delivery Lead does and how to […]
At Atomic, we describe our project teams as self-managing. I recently read The One Thing You Need to Know…About Great Managing, Great Leading and Sustained Individual Success with a group of others at Atomic. The book got me thinking more about that description of our teams and some different perspectives on self-management.