I recently attended a Certified ScrumMaster® (CSM) workshop. I would like to share the key takeaways from the workshop. . . .
We all know the various roles on a Scrum team and how to iterate over a sprint. . . . A Scrum team will do this over and over again to build great software products. What is missing? . . . When and how do teams come up with brilliant and new innovative ideas?
Agile is known to increase transparency in the functioning of a team in which there is no hierarchy. How is a team member's performance evaluated so as to recognize performance and provide him or her with a career path? Should the ScrumMaster appraise the team members?
Besides following the standard practices during retrospectives, one of the ways to enhance Scrum's effectiveness is to eliminate the "waste" in your sprints. [Here] are a few things that could help a team improve at frequent intervals.
Nine days completely off the network. Some rule being enforced within the organization. I needed something somewhat relaxing, but productive, to keep my thoughts distracted enough to not drive myself crazy. . . .
From my own coaching experience, I have learned that one of the best ways to instill the Agile values and principles in [people's] minds, and to make following them a continuous-improvement effort, is through self-realization.
While most of our clients focus on teams and projects, some have reached out to us to scale Agile to large programs and portfolios. This article identifies the key challenges we have encountered when organizations want to adopt Agile at the enterprise level.
Scrum projects are characterized by their iterative nature, delivering incremental customer value by self-organized teams. . . . While the Agile software development life cycle provides metrics, there need to be some guidelines on how to use those metrics to measure organizational productivity.
We all know that Scrum games are helpful in building team cohesion, energizing everyone, and breaking the ice for shy teammates. Here is a game that I found very interesting and easy to play.
It's easy to take [a] team out to an event and get them involved in doing activities together, or engage them in team-building exercises where they have to work together to achieve a goal, but to really get the team to come together and care for one another is not easily orchestrated. . . . Please read my tale of a team event when we stumbled upon exactly what we had needed.
Over time, I have seen that whenever any organization thinks about using a new framework and top management communicates this message to middle management, middle management then becomes the key player in its implementation. . . .
I often encounter teams who follow the rituals and processes of Scrum to some degree but do not really understand why they are doing it, nor grasp the power Scrum affords the development of a product. . . .
So you have been trying your best to subvert the institutionalization of Scrum in your team or organization and have been seeing little success. Here are 25 surefire ways, any permutation of which will help you succeed in your endeavor and also get you certified as a ScrumMaster Hijacker.
In this article I would like to present my opinions on what being a servant leader means, specifically as applied to Scrum. . . . I would like to invite the forum to comment and/or critique my views with an intent to discuss and learn from each other.
Meetings are important not only as an opportunity to bring teams together but also as a way to avoid unnecessary time loss and costly rework. However, if not properly conducted, they tend to become time-consuming and unproductive. . . .
Today Agile frameworks are being implemented by a wide variety of organizations. They often begin applying frameworks such as Scrum without fully integrating the principles behind the Agile Manifesto into their culture.
I hope I have your attention on this topic -- you know how important it is in communication to have everyone paying attention, listening, and reading from a context perspective!
Although not part of Scrum, the basic idea of doing a release retrospective is to review and evaluate an entire release, which spans multiple sprints, for getting a higher-level picture . . .
The Internet revolution has made the IT industry grow faster, and die faster too. Any organization that survives must have good judgment regarding finances. However, it is tricky to align Agile implementation to revenue growth, because the ROI can never be that linear.
Be honest and tell me if you have seen user stories that read something like this: "As a team member, I want to finish coding module XYZ so that it can be tested by the continuous integration team." If I were a developer, I would have a very hard time understanding why I should be writing this code.