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copied!<p>I'm a developer and a manager at the same time, so I either have special insight or my opinion is totally invalid. ;)</p> <p>I will say that Agile means a lot of things. It's actually a whole family of methodologies and guidelines at this point. </p> <p>Exposing yourself to all these interesting ideas is really the thing. As a manager, it's very hard for me to decree that a whole team suddenly adopt a whole methodology, but if they see me constantly trying to improve every aspect of my game, I think they appreciate that. And hopefully, if they like what they see, they follow my example.</p> <p>I've managed to slowly implement a bunch of things from Scrum without (hopefully) coming off as a tool. Burn down reports, stand-up meetings, and story cards on the whiteboard have really made us better at shipping software. For instance, on any project tasks are constantly being done ahead of schedule or late. In a really big project, it can become very difficult to tell what that's doing to your ship date. With burn down reports, I can tell what a slip does to our ship date, and if we need to just start cutting features in order to meet a deadline.</p> <p>That's more of a management thing, but the other devs here care about it because it might mean they get to keep their jobs or avoid a death march. :) </p> <p>But it's not just management stuff. There's tons in Agile about best practices for source control, unit testing, etc. Just good solid best practices. As an industry, we are pretty terrible about mentoring, so it's good that this information is out there.</p>

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