I'd like to share some steps that I've followed over the years to create Agile teams, resolve conflicts and problems, enhance communication, and improve the working environment.
Our generation has seen the greatest technological advancements. But how mature are we at handling such change? I propose that Agile can help, at both the individual and the organizational levels.
Risks to projects should be identified, assessed, and addressed based on the probability of an occurrence and the impact in the event of the occurrence. Based on my experience, I strongly believe that each Scrum principle has built-in risk management capability.
Recently I was approached to oversee my company's commercial shoots. As a working ScrumMaster, I immediately thought, "Can I use my training and skill set and apply it to the entertainment industry?"
Agile software development is like building a new house or maintaining an existing house. With every unit of code we add to the system, we keep adding technical debt.
The success of any project depends on how the feature requirements are managed. What are the best practices in managing the requirements of a Scrum-based project?
Ideally, technical debt must be as minimal as possible. The reality is that it increases linearly with the number of sprints completed. How are we to manage technical debt?
Agile has become the norm in today's software industry. But after a few cycles, we often see the process effectiveness taking a hit and organizations going back to the traditional way of working. This is when it may be time to consider an audit.
Over the years I've often come across situations in which the team delivered a more complicated final product than necessary or desirable. Using Scrum, however, we uncover these misunderstandings much earlier -- and avoid them.
Several common traps can affect Scrum teams, and if they go unresolved they can affect the Scrum cycle, team morale and productivity, and product owner expectations. Here's how to tackle them.
The daily stand-up has several clear goals, and some common pitfalls as well.
Successful software delivers the project within the three constraints of time, cost, and budget. However, UX is also an important factor. Lean UX is an emerging way to help build the user interface at the same pace as product development.
I started wondering how a ScrumMaster can play the many roles people say is part of the job, and I came up with my own description of who I, as a ScrumMaster, really am.
Next time you're looking for a ScrumMaster, consider these two important qualities.
Although Agile's inner workings are complicated, we should realize and understand them cognitively instead of just following them blindly out of determination.
Agile adoption can be a real Twilight Zone for many people, holding them back from full adoption and creating anti-patterns that cause Agile to fail. Here are some ways I try to help in these situations.
In studying value, I reached out to teams and got collective feedback that stated, "Either we fail to understand end-user experience, or we do not give much weight to it." Here are some thoughts about better supporting user experience.
After adopting Scrum, we made massive improvements in our organization -- but the interface with our outsourcing partner was becoming fragile. Here's how we helped bridge the gap.
When considering ways to coach my teams to focus on continuous improvement, I came across a process called Appreciative Inquiry (AI), which focuses on possibilities, not problems. I've used it to help teams focus and perform at a higher level.
Over the years, I have witnessed various story-pointing techniques. Some were better than others. I have come up with a system that works pretty well, and I want to share it with you. I hope you find it helpful.