The Technical ScrumMaster (TSM) has a role that carries a lot of weight apart from being a negotiator, facilitator, and/or servant-leader. Why do I emphasize the TSM?
My colleague Madhavi and I were discussing Agile and Scrum in general last week. During the discussion she suggested that it would be nice if there were a simple explanation of the Scrum framework that used a common language that made the concepts easy for anyone to understand. . . .
Seguramente la mayoría de nosotros habrá escuchado la primera ley de Newton: "Un objeto en reposo tiende a permanecer en reposo y un objeto en movimiento tiende a permanecer en movimiento, con la misma velocidad y la misma dirección a menos que actué sobre él una fuerza que lo desequilibre."
Lately I've been wondering: Is there a typical profile for those people who have a hard time transitioning to Agile? Are they always the same from one organization to another? Is there a magic formula to spot them right away?
What is velocity? The truth is: Velocity is velocity. And velocity is measured . . . as velocity is.
Recently in a discussion with one of my customers, I heard an interesting statement, "Good enough is the enemy of great." I began to analyze the statement and understand its hard and true meaning. . . .
A website from the Netherlands explains the pioneering use of Scrum in schools. Each student knows exactly what they have to do, why they have to do it, and when they have to do it. . . . After learning about it, I wondered whether the classes I teach could benefit from this model. How would adult students take to this new approach?
In Agile organizations . . . a partnership between technology and business must form, and each side must invest equally in this relationship. I've heard the following phrase uttered too many times to count: "The business just doesn't get it," or, my favorite, "They're just not Agile."
After reading the book Radical Collaboration: Five Essential Skills to Overcome Defensiveness and Build Successful Relationships, by James W. Tamm and Ronald J. Luyet, I shared what I learned with my ScrumMaster friends. We were enthusiastic enough about the ideas that we started a coaching session with the following statement. . . .
Making sure an action is done is only a small part of the value of the follow-up process. The big reason to follow up after creating new thinking is to support the creation of new long-term habits that will improve people's performance. . . . One way we can do this is to use the FEELING model.
Whenever a new idea is presented in front of a group, everybody looks with skepticism to the presenter and fears the unseen impact of the change. . . . I will summarize my views on how different departments are impacted by an Agile implementation within an organization.
For centuries, if not millennia, humans have struggled to introduce logic and structure into their world. From architectural designs dating back thousands of years to the latest technological innovations, we try to balance logic and the fundamental laws of physics with emotions and human attributes. . . .
The product owner (PO) is a key player in the development of a solution using Agile. IT organizations just starting to move to Agile ways of working may fall into the trap of perceiving the PO as a messenger for the business, relaying what the business stakeholders describe as requirements. . . .
Montessori education is characterized by an emphasis on independence, freedom within limits, and respect for a child's natural psychological development, as well as technological advancements in society. The overview . . . gives us a clear sense of the overlap between Montessori education and Scrum.
We all know that Scrum has three roles: the product owner, ScrumMaster, and the development team. For each role, I have determined one high-level element that would typically define that role and its related responsibilities. . . .
This is our journey of how we achieved a state of zero functional defects (mostly) by implementing joint story sessions in a multicultural, geographically distributed, multi-vendor environment. . . .
The effectiveness of retrospection ceremonies depends on the way action items are tracked to closure. Here are some common observations I have made, based on my experience with teams performing Scrum retrospectives. . . .
If you want to learn to play the piano, it's going to be a tough endeavor if it takes 30 minutes before your piano produces a sound after you press a key. . . .
Some POs may lose their focus on the team as external priorities shift. To address this and a few other factors that can affect the transition from being an average PO to being a stellar PO, I've listed some traits that can help a PO move in that direction. . . .
Work agreements are the set of rules/disciplines/processes the team agrees to follow without fail to make themselves more efficient and successful. This system has worked really well for my team. . . .