Agile projects start with great expectations. However, we mustn't take this pace for granted. Understand the latent risks, and mitigate them proactively.
Indecision has stayed in the shadows as an implied and perhaps enigmatic problem in software development. To know how to address it, I argue, is pay dirt.
Throughout the years of my career as a project manager, ScrumMaster, and product manager, I have discovered all kinds of rules, laws, and principles. I have collected those related to Agile and Scrum here; I hope they can provide some insights for you.
When I work with clients who are looking to improve their Agile process, or when they need help to fix a Scrum problem, I usually start by looking at what I think are the big three pitfall areas of Scrum.
Recently I was caught off guard by a guy presenting his evidence that Scrum is only for software.
Despite their obvious advantages, some people are skeptical about stand-ups and do everything in their power to skip them.
Agile may be the most poorly comprehended word in the world of IT. So what is it?
Having spent most of my Agile life in a distributed Agile culture, I thought it time to write down some of my thoughts about distributed Agile setups.
Feedback loops help on a daily basis with project improvement and delivery success. Don't be afraid to try new techniques to improve your team and your company.
With continuing New Year's energy, let's tackle an ongoing challenge in the product development and Agile world.
Every organization faces patches of rough weather in its journey toward success. Here's a case for adopting Scrum to tackle some of the most common yet tricky problems.
Undoubtedly both the inspect-and-adapt mind-set and retrospective meetings are cornerstones of Agile/Scrum. However, I have worked with quite a few teams that struggled to set KPIs and produce metrics for their counteractions.
These are the three important phases that come to my mind when I think of maturing on the Agile journey.
I'm sure you've heard the saying "Practice makes perfect" sometime in your life. Experience has led me to believe that, despite all good intentions, this statement is not phrased correctly.
Scrum is more efficient when we have small teams that are colocated. So how do you manage when you work in a big program and have to manage multiple application teams?
Here is a game that can have a strong effect on building team cohesiveness.
What's the first thing that comes to your mind when you hear the word fragmentation?
It is important that technical debt is made visible to the team so they can act on it as required.
I was in traditional project development, where I played the role of a developer. When the organization started to transition to Agile and the structure was revamped . . . I was taken by surprise and had no clue about how all this would work.
Can a company adopt Agile successfully even if it is not IT-driven and has no methodology in place? Yes, it is possible. Let me tell you my story.