I have been working on a Scrum team as a team member for 10 sprints (about 5 months), and I have found that time for fun is very important. . . .
Lately I hear these questions a lot: "Is Scrum better, or Kanban?" "What is more suitable for my project -- Kanban or Scrum?" These questions, and sometimes the responses to them, put managers in a dilemma about which framework to embrace. . . .
When a tester is hired, what comes mind for many is "just testing." Many project stakeholders in Agile and traditional environments see testers as team members who only run test script, identify defects, and log them for fixing. . . .
In his book The Culture Game, Daniel Mezick very well describes the do's and don'ts of an Agile coach (Chapter 17). This philosophy neatly applies to Agile coaches who operate as consultants. How about coaches who are no longer consultants?
I have observed many times that a user story is not up to the mark, especially if the product owner is internal. . . .
Struggling to find some solid footing as a product owner? The PO role means balancing the push and pull of product management. . . .
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. . . .