A couple of days back, a team member from a different Scrum team was complaining in the Scrum of Scrums that the daily stand-up meeting was a waste of time. . . .
Product backlog refinement helps keep the upcoming backlog items discussed in detail and lined up for future sprints. This will improve the rhythm of the Scrum team. . . .
This is the "first-aid kit" of my friend, who is an advanced consultant at a fast-growing IT consultancy. These are tips and tricks he discussed with me for helping teams that are struggling to deal with "time addiction."
You're planning to move away from Waterfall and adopt Agile in your organization. This article offers some steps you can take as you make the transition.
When any organization implements Agile, multiple challenges arise. By now, all of us know the common challenges, which I think are not necessary to highlight. Apart from the common challenges, however, I personally feel one area to focus on is product backlog management. . . .
What I'd like to do in this article is take a moment to step back, appreciate, and even enjoy a repeated observation that, to me, is much like watching a movie about the zombie apocalypse. . . .
Can a team function on its own, without a ScrumMaster?
One of the most common comments I receive when coaching or training clients on Scrum is, "We already do retrospectives -- we just call them lessons-learned sessions." While this type of statement is undoubtedly a result of people attempting to make the unfamiliar familiar, it represents a lack of appreciation for how different retrospectives are. . . .
Generally it is assumed that a PM will take the role of ScrumMaster (SM) for projects that move to Agile. Moving from a well-defined process to one that evolves and improves, . . . a PM has to bridge a gap to take up the role of SM.
Out of the many Agile practices that they follow, retrospection is one of them -- and an important one. When we say "retrospective," here's what the team may have in mind . . .
To start, we have to understand the difference between a vision and a goal. . . .
One might ask, as managers of a Scrum-adopting organization, which metrics could provide an accurate pulse [of the team's progress]? Listed below are some of the KPIs I rely upon for periodic analysis. . . .
Recently, I took an eye exam that made me recall two other situations that I can honestly say made me think of Scrum. One occurred during my youth, impacting my life for the better. The second time occurred much later in life and literally opened my eyes. . . .
My code is well written, unit tested, refactored, and well documented. It has passed all the test scenarios and does what it was supposed to do. Does that make it into a great product?
I recently received a diagram that illustrated the integration of the Scrum framework in a government software development plan. It was well put together, but I noticed a peculiar item . . .
I have been working on a Scrum team as a team member for 10 sprints (about 5 months), and I have found that time for fun is very important. . . .
Lately I hear these questions a lot: "Is Scrum better, or Kanban?" "What is more suitable for my project -- Kanban or Scrum?" These questions, and sometimes the responses to them, put managers in a dilemma about which framework to embrace. . . .
When a tester is hired, what comes mind for many is "just testing." Many project stakeholders in Agile and traditional environments see testers as team members who only run test script, identify defects, and log them for fixing. . . .
In his book The Culture Game, Daniel Mezick very well describes the do's and don'ts of an Agile coach (Chapter 17). This philosophy neatly applies to Agile coaches who operate as consultants. How about coaches who are no longer consultants?