Though teams are often confused about the DoD at various levels of a project, there are two fairly simple checklists to follow at the levels of tasks and of product backlog items.
How do organizations balance releasing the best product against meeting time-to-market need? In other words, what's the best way to deal with technical debt?
Working with Scrum at the office has made me take a second look at how I respond to changes, impediments, and teamwork at home.
It's worth considering the practical aspects of your office setup if you want to improve the performance of your Agile team.
There are disadvantages to traditional program management, but Agile can bridge the gap between the business strategy and project execution.
When our team finished a project early, we picked up and completed more backlog items. Stakeholders were delighted -- but it led to problems I hadn't foreseen.
At a recent conference, I had the good fortune to interact with many talented developers -- and what I learned about many of them caught my attention.
Pair programming is probably the most famous practice of XP -- whether you are a fan or not. It reminds me of the Marmite food spread: You either love it or hate it. . . .
Organizations often jump on the Agile bandwagon just because other organizations are doing well in this area. My first question to senior leadership is, "Why Agile?" Many times, even they don't know. They respond with a counterquestion: "Why not?"
There is an important aspect of being a good Agile coach that is sometimes overlooked. Let's look at the term, why it can create confusion, and the qualities it should encompass.
I got some surprising results from a recent Agile class made up mostly of COBOL developers. . . .
Scrum values can be so different from an organization's old mindset that they don't make sense at first. This is frequently a problem when it comes to contracts.
Almost every time I deliver a session on Scrum, I'm asked this question: Why are the terms used in Scrum so distinctive?
I believe that certain factors are necessary to thoroughly to reap the benefits of Agile, but they are unnoticed or rarely discussed during a project's life cycle.
Inspired by Neal Hartman's "Seven Steps to Running the Most Effective Meeting Possible," I thought it might be useful to outline the seven habits of highly effective Scrum ceremonies for those of us practicing Scrum.
Our client was getting frustrated by working with us as a distributed team -- until we made the right changes.
Over the course of my career, I've found that quality is much more than what the data from test reports can reveal.
Let's be clear: Agile is here to stay. And because it's not an easy transition, it's best to take it in small steps.
"Best practices" and "feedback" are interesting and important concepts in Agile, which I'll explore here.