As a test and Agile consultant, I have come to realize the limitations of working in a supposedly "Agile" environment -- an environment some call "Hybrid" but that could be used to deliver business value incrementally, if properly coordinated.
Testing is a vital part of software development. So why do we commonly call coders "software developers," but we don't call testers that as well?
The zeal for "zero quality error" competes with maintaining profitability on product development and project management initiatives, when organizations are attempting to do more with less.
After we've reached a place of acknowledging we don't know something and are less sure than we were just a moment before, where do we go from there? It's an important question, because if you don't have an answer, you're open to trouble.
What happens when organizations trumpet being "Agile," yet in practice there seems to be nothing Agile about them?
Project Master and Scrum Manager -- what's in a name? Well, there's a lot. . . .
I'm sure you've heard about user stories plenty of times. Hold your breath -- I'm going to tell you what they really are and how they are intended to be used!
Many business leaders ask about Agile's benefits and business impact. Metrics other than the burn-down chart and the velocity of the team need to be identified. Let's look at some of the common metrics that can be collected during an Agile project.
I have been doing Scrum training for the past few years, and sometimes I get this question from class participants: "Why in Scrum do we call it a ceremony and not a meeting?"
The sprint retrospective event is, in my opinion, the most important event in Scrum. Of course I did not invent it, but I do perform the event a little differently than most.
We all know the power of a good metaphor. Some of us who work as change agents and evangelists in the Agile world will appreciate the use of metaphors more than others. Thanks to my wife, I now have a really good metaphor for Little's law.
People have asked me, "What are the basic requirements for implementing Scrum?" Here are my points for beginners.
The difference between a project manager and a product owner is often discussed. Here I will summarize what I've gleaned about this topic.
I am convinced of this truth: Continuous improvement isn't a target but a journey.
You just got a project, and you need to work with an outside consulting firm. How do you know the consulting firm is really running Agile/Scrum? Not Waterfall or Water-Scrum-Fall or Scrum-But?
One day, a new ScrumMaster -- I'll call him Jack -- came to see me. "Hey, Joe," he said. "You know, sometimes I think Waterfall is better for a cross-functional team." . . .
Even after embracing Agile, some organizations still struggle to release software to customers as per their commitments. Here is an approach to help.
Have you ever wondered why there are a lot of scrutiny and checkpoints on IT programs and projects? Because there's an investment involved.
Often teams struggle with picking the right-sized user story. Teams should involve the product owner and negotiate the feature if it ends up being too complex.
I recently used Scrum outside of technology, for a construction project. Here is how I implemented Scrum roles and used ceremonies, along with the benefits realized.