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In my current company, we have 2 Scrum teams with separate standups and document them by sending a summary email at the end of each standup. It works pretty well, making important information immediat …

I think you'd be going the wrong way trying to use TDD as a way of fleshing out higher-level architecture elements like the choice of a framework (with the exception of a mocking framework maybe, the …

It seems like a big paradigm shift indeed from Agile to CASE/MDA oriented development with code generation. … Here's an interesting article about CASE tools in an Agile environment and their possible benefits/drawbacks : http://www.agilemodeling.com/essays/simpleTools.htm …

people misuse Scrum in an un-agile way doesn't mean Scrum isn't Agile. Project Manager : there's no such role in a Scrum team. The Scrum Master is not responsible for budget or meeting deadlines. …

The best architectures, requirements, and designs emerge from self-organizing teams -- Agile Manifesto So the team self-organizes to make architectural decisions in whatever way it sees fit …

From the Agile Manifesto : Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. … However, most Agile methodologies make a clear separation between business domain people and the team responsible for producing software (developers, testers...) which is the most common work division …

Agile somehow puts these notions back together - the authority over work organization is held by the team as a whole (through release, iteration and daily meetings) so that everyone feels like they can …

If by "under" you mean a parent-child or composite-component relationship, this definitely makes no sense. Epics are big unrefined chunks of specification which you break down into user stories over t …

Story points and hour estimates don't serve the same purpose. Story points apply to user stories, they are used for broad brush forecasts of what amount of business value a team is able to produce on …

After dozens of iterations in my team, we figured out that story points are mostly about medium-term project steering. They allow the product owner to project herself 2 or 3 sprints ahead and essentia …

I think this should be discussed and post mortem'ed in the Sprint Retrospective. Conclusions regarding the sprint goal will obviously vary, but ultimately the decision to give it up or carry it over t …

Since in Agile quality is not negotiable, and since refactoring is basically invisible at the stakeholder level, you shouldn't even have to tell your stakeholders you're doing it, much like you don't tell …

You've bumped against a well-documented caveat of Agile which is that product planning practices have their limits without the adequate code-level practices. … Continuous Integration was identified as one of these quintessential enabling practices in the early days of Agile, yet is still often not understood or implemented properly. …

Make it about an agile team inspects, adapts, improves, sets itself challenges and gradually more complex goals and has fun and takes pride in doing it. …

Since we're talking agile practices, as far as TDD is concerned, what you often see (and it is promoted by people such as Bob Martin) is UML diagrams used merely as a sketching tool to flesh out the main …