In agile processes, we need discrete definitions of every important aspect of our work, so that we can work efficiently and effectively together, and to know when organizational goals have been achieved.  Part of this is knowing when the work is "done", and that's what this episode is all about.

Part 3 of my analogy on product quality.

Part 2 of my analogy on product quality.

Part of the Agile approach, as well as the tenets of Lean, say to "build quality in."  This seems wise, but what specifically is meant by "quality"?  Also, how can we know if we have imbued our product with enough of the required qualities to make it releasable?  The next three episodes will examine the notion of quality using a hopefully familiar analogy.

TDD can help you to improve your product design for many reasons.  One of them is that it is difficult, if not impossible to write a good test for a bad design.  But what is a good test?  How would we know if it's good in the right sense?  That's what this episode will explain.

This episode relates a story that an ex-student and current colleague of mine related to me over lunch.  I felt it was an extremely revealing and useful example of how requirements are misunderstood, the disasters than can result, and what to do about this.

Scenarios, like requirements, can often be too large to work with effectively.  In this episode we'll examine why this is a problem, and some example of how we can deal with it.

The world has changed, and so has the technology we use to automate it.  But a lot of the traditions that guide our efforts to control automation projects are based on the realities that existed in the past.  Agile is a response to this, and this episode is all about why, and how this is so.

When collaborating with others, sometimes you will encounter reticence to ask or answer important questions.  There are a number of reasons for this, but in this episode I will outline an approach I take to counter this, one which has served me well in multiple occasions.

When creating something new of value, one must always consider the context within which it will operate.  Part of this is determining what, if anything, in the existing business processes will be effected by the new work.  Failing to take this into account can have serious consequences, as this episode will demonstrate.