Large IT organizations with several business initiatives and multiple projects being executed in parallel require agility and collaboration at two levels: the project level, which is always where it starts; and the application level, which is often overlooked or at least not well defined. . . .
It takes time for a Scrum team to reach the high-performing stage. But you, as ScrumMaster, can compress that time. How?
Accountability is a very important concept in Scrum. Most people don't really understand what it is. In fact, there isn't even a word for it in many languages. . . .
DevOps and Agile complement each other to deploy working functionality into production faster. This article focuses on a subset of DevOps philosophy in the context of Agile development and highlights the key considerations for DevOps and Agile to coexist for expedited delivery. . . .
A lot of projects follow Scrum. There is often debate about which day to start a new sprint. . . . Here are a few important points to consider before choosing your sprint start day.
One of the basic principles of Agile development is customer involvement in the project. The customer or user of the software is the single entity that provides what every Agile development team should most seek: customer satisfaction. . . .
Have you been hampered by the challenge of explaining how to do story point estimation to people who have for years done estimation using number of hours or man-days? Do you find it difficult to understand story point estimation and release planning in story points? Learn to make flowers with me, and I will teach you story point estimation and release planning!
A risk is an uncertain event that could impact your chosen path should it be realized. Risks are events that are not currently affecting you -- they haven't happened yet. Once a risk is realized, it has the potential to become an issue. . . .
This is a test of the Agile Emergency Management System. This is only a test. If this were an actual Agile emergency, this message would be followed by instructions based on the severity of the actual Agile emergency. This is only a test. . . .
Complete transformation from Waterfall to Agile is very difficult, as it involves a drastic change of mind-set and culture on the part of the individuals involved. It is easier to apply minute changes rather than huge ones, so I am proposing a middle path, one where instead of drastic moves we are looking at small changes that nonetheless lead toward Agile.
In the project team of today, your team usually consists of three types of personalities. . . .
Every time I talk with product owners or people involved in the development cycle about why we groom the backlog, they always ask me, "What would be the outcome of doing a grooming?"
Scrum is widely used in the software industry today for the execution of projects. This paper uses the elements of Scrum and gives direction on extending the Scrum framework to conduct performance management. . . .
Which comes first, story point estimation or breaking the user stories into tasks? Normally teams come up with the story points first, followed by tasking the user stories. But I would suggest working the other way around . . .
In Scrum, we accept that accurate estimation is not possible on high-level stories, and so we use story points. Yet during sprint planning, most teams break down the story into fine-grained tasks, and then they go right ahead and put hours against these tasks. . . .
Agile Principle #8 says, "Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely." Many organizations have a difficult time understanding this. . . .
"Uh-oh. First the Agile Manifesto and then psychology and now marketing! This guy has gone mad!" This is what you are thinking about me, right? But there is definitely an interesting connection. . . .
Being part of an Agile team, I've found that stand-up meetings have become our daily routine. So it is very important that we extract the maximum value out of them.
Have you ever experienced a team that complained when you asked them to run in two-week sprints? Many teams try to avoid short sprints (shorter than three weeks), because they don't believe they will be able to achieve anything meaningful. . . .
Starting a Scrum project in a corporate environment, you often find yourself on the "green field," facing roughly defined requirements with a clear and fixed deadline. . . .