These days everyone uses the word "Agile" to mean different things, to their own advantage.
Pair programming? Two people staring at one PC screen, using one keyboard and one mouse? Why would companies hire two individuals to work on the same thing?
When we analyze traditional Waterfall application development projects post-release, it is easy to see that, not too long into the development life cycle, team productivity plateaus and eventually declines. Agile works differently. . . .
I want to propose a new visual paradigm for depicting uncertainty in a project using Scrum.
Why aren't self-organizing teams allowed to self-organize?
I am Waterfall. You must have read a lot about me and have probably used or may still be using my method in your projects. I have lived a very fascinating life.
While I generally use a soft touch when helping teams transition from Waterfall development to practicing Scrum, I sometimes have to aggressively help a development team embrace the basics of Scrum. . . .
I asked my project manager about areas where I could improve on the job, and I was surprised at his answer . . .
It's that time of year again. . . .
I feel that retrospectives are a teams' single most useful tool for continuous improvement.
One buzzword has been widely misunderstood by many, and that is DevOps.
When we look at all aspects of the servant and leadership styles in Agile, we come to the point where we see that the ScrumMaster is the perfect role for servant leadership.
There is a lot of scope for any Scrum team to experiment with its activities. One such experiment can be peer feedback.
Culture cannot be built. You can only focus on creating the right conditions for it to flourish. Culture plays a big part in how people perceive and go about their work, and it is a fundamental piece of a successful Agile transformation.
We do the following activities during our sprint readiness, or pre-sprint, phase for new projects. . . .
A team that commits to an action plan and then executes it could be continuously improving. However, such teams have mentioned to me that they feel that they don't improve or that their retrospectives aren't helping. What's going on?
Ever since I started working in Agile, I have been observing my wife's way of working and how she manages our kids' dynamic expectations. I keep seeing ways to correlate her methods to Agile.
Prioritizing the backlog is very important -- but the question is why it is important and how it helps in making a quality deliverable for customers.
Retrospectives play a very important role, as they are that specifically planned time when the team talks about the feed-forward mechanism, looking at areas of improvements for forthcoming sprints.