This paper brings to light some of the least-discussed topics and consequences of "broadband agilization" that currently take place in the industry. . . .
At an organizational level, successful Agile adoption would result in improvements in multiple areas, across business, development, and support function. How does an organization know that Agile implementation is effective? This article identifies key indicators that show that Agile is working at an enterprise level.
There have been a lot of mixed views about the PO role from those who have been through a bad Agile implementation or haven't gone through a formal Agile/Scrum training. . . .
Try convincing a non-Agile practitioner of the Agile way of working; the most prominent and probable question will be, "What is the benefit of Agile/iterative development/incremental delivery?"
I knew a product owner. He was a man who could turn a failing product into a product that kept demanding a huge infrastructure scaling. Let's call him Mr. R. . . .
We started with Scrum in 2013. It was an amazing change, and the whole company decided going forward this way was right. Well, we've all read these lines a hundred times. Why is this worth writing about?
How many deliverables should we commit to our customers in, say, the next two weeks? An intriguing question asked by many Agile teams at the beginning of every iteration. . . .
Have you ever wondered what important coaching practices are exhibited by a successful ScurmMaster? Google search on this topic and you'll find many thousands of links, and each link gives different ideas and suggestions. Let's try to look at these from a different view/perspective. . . .
Assessing the maturity of Agile teams has been a big challenge for most organizations. . . . Hence I am proposing the following simple method of assessing teams based on the Agile principles.
You just bought a house and decided to renovate. You brought in a contractor to estimate the work that you want done. What is your biggest fear? Here are a few possibilities. . . .
The virtual team is not a new concept. . . . There are few important points, however, that we really need to take into consideration while working with or being a part of a virtual team.
Often, development managers or people from the business who perhaps don't fully understand Scrum begin to view a team's velocity as a performance metric. This leads to the inevitable question: How can we increase a team's velocity?
Agile and Scrum have become buzzwords in the industry in the context of "product quality." Senior management has a belief that moving the organization/team to Agile-Scrum will help release a great-quality product. Is that true? No, not at all. . . .
Our current business operating system that is built around external, carrot-and-stick motivators -- which don't work and often do more harm than good. We need a system upgrade. And the science shows the way. . . .
Identifying risks early in a project and having a mitigation plan in place is one of a project's success factors. . . . In this this article I look at the top eight Agile project risks, based on my experience in executing Agile projects in onsite-offshore models.
Although it is simple in concept, the practice of writing user stories is one many Agile teams struggle to put into practice effectively . . .
This post describes two practical examples of how, by combining Scrum and Kanban processes, improvements can achieved at two levels: the individual team level and the enterprise level. . . .
The core idea of lean is to eliminate/reduce non-value-added activities (termed "wastes") and thus increase customer value. The Agile process itself is a lean method for the software development life cycle, and I am sharing a couple of Agile best practices adopted by many teams to make the Agile process extra lean.
The industry is slowly moving from teams comprised of islands of specific skill sets to multi-skill-set teams, as we graduate from traditional Waterfall to neo concepts of Agile and Scrum. The challenge we see every day from a QA standpoint is how we justify the need for QA right from the inception of a project . . .
The Daily Scrum supports the PDCA cycle at a tactical level, but there is a misconception that the Daily Scrum comprises the PDCA cycle. . . .