It is often said that all successful people are good storytellers. I find this saying inspiring -- and useful in the context of many Agile processes.
Any organization performs a colossal number of day-to-day activities, but not all of them translate into benefit. When thinking Agile, there is one important question every organization needs to ask.
A retrospective is one of the core events of Agile practices. But for most teams, retrospectives are not as effective as they should be. Here are the five major symptoms of ineffective or dysfunctional retrospectives.
As a software engineer with a martial arts background, I see many parallels between Scrum and the martial arts style that I practice.
In a feature-driven environment, one in which "good enough" is good enough, I find that sometimes we don't look at our product and ask, "Does it really stand out from the crowd?"
Why should we have retrospective meetings after every sprint or iteration? I have observed that some project teams skip the retrospective process, thinking that they save time by doing so. However, this only creates adverse effects.
I often see people trying to "go Scrum" overnight, which I compare to planting an apple tree and going to bed that night excited to pick apples for the next morning’s juice. . . .
Consider what the KPIs of Agile teams should be. I believe you have a choice between two categories . . .
In Scrum, challenges arise when we must perform evaluations. Scrum teams work together to complete the commitments they have made collectively for a sprint. Therefore, evaluating an individual becomes difficult.
When I coach clients, our usual concerns are about how to implement an Agile framework for large organizations.
Hoje em dia virou moda falar que utiliza metodologia ágil, até parece que o time irá ganhar uma promoção ou aumento de salário por isso.
After a recent training class, I realized that in conversations with ScrumMasters, they've talked about their coaching efforts with their development teams, but not about what they've done to support their product owner.
How far do your Agile teams go with their habitual retrospectives? The Agile teams I work with fall into one of the several retrospective habits, most of which don't go very far in supporting continuous improvement.
The burn-down chart is one of my favorite ways to help a Scrum team track its project status.
Organizations seeking to transform to Agile are faced with resistance from all sides, and it is not always apparent what is the best approach to engage in the transformation. I have been using a useful mechanism called Agile streams.
Test-driven development (TDD) is an engineering practice that uses a test-first approach to software development. Here is how we've used it.
I always found Agile/Scrum to be a natural way of working. I feel that quite a few of the concepts can be applied to our personal lives as well. In this article, I focus on a few aspects that can help us immensely.
Is your organization functioning with Agile like a rope or a chain? See how this metaphor works for understanding flexibility.
Distributed teams have their advantages. What's best is to follow these practices that set the stage for building an effective distributed Agile team.
In this article I would like to explore the concept of estimating velocity from a couple of different perspectives.