So, your Agile transformation journey has been underway for a few weeks, a few months, or maybe almost a year. You have blazed a path toward agility. . . .
As everyone knows, the Scrum framework is based on the empirical process. I'd like to write briefly about how collective learning applies to the empirical process.
The main focus of the change management processes is to address the people and organizational factors that provide a catalyst to change in the organization. The ultimate aim of a change management initiative is to ensure that every individual in the organization is ready and willing to transition to a new role in the proposed environment. . . .
When traditional Waterfall approaches to software development are not producing the required results, it's natural for Agile to be considered an answer. While I have nothing but support for such a decision, it is not an easy path to follow. . . . This article has been written to prepare teams for what lies ahead.
In its purest sense, Agile is a philosophy, a way of looking at a software manufacturing process that prescribes specific ways of approaching work natural to the overall software development life cycle. But we are literal beings . . .
This article explores the change management aspects of an Agile-adoption journey. Though many of these are based on standard organizational change management practices, the specifics of an Agile transformation are highlighted here.
Many Agilists criticize the idea of planning. In this article, I would like to present a project manager's perspective on why minimum planning is necessary to ensure that the project will be delivered successfully.
The call to action is clear: Agile projects are successful three times more often than non-Agile projects (Cohn, 2012), but as an executive where should you focus your attention to facilitate a successful start-up and an eventually successful Agile program?
I have recently moved to a project where the sprint starts on a Monday and ends on a Friday, and for the first time it made me think about whether it is a good idea to start on a Monday. . . .
Over the past several years, I have worked with many clients who, while in the process of incorporating Scrum, either did not have company-wide implementation or had contracts with third parties who were using Waterfall and did not intend to change to Scrum or any other Agile process. . . .
Here are some of my observations about estimating with ideal days. . . .
Here are a few things that one should do in order to get traction for Scrum in an organization. . . .
Going undercover in a family practice medical group isn't the easiest thing to do. . . .
I sometimes ask people where they feel their organization is on the path to Scrum or becoming Agile. The replies are always interesting and tell me more about the type of organization they work in and how it views itself than it does about how Agile they may be.
When a new team is just beginning to adopt Scrum, the difference between stories, themes, and epics always seems to be a source of some confusion. In particular, where stories end and epics begin tends to be a sticking point. . . .
Let's look at some of the most common types of contracts for Agile. . . .
If your company is one that typically resists change, you may feel more optimistic after watching the 2011 film Moneyball. . . .
If it ain't broke, don't fix it -- when Waterfall is working, then why Agile? Well, change is the only constant. . . .
In this article I explore the ScrumMaster's role as a facilitator serving the team in Scrum events, meetings, workshops, and informal conversations. . . . The main message I would like to give is that the ScrumMaster can mix facilitation skills with coaching ones.
The explosion of technologies over the last few years has forced many of us to find new ways to keep up. Suddenly, it seems we are out of date before we can even finish a project! How does one keep up?