Quite often, traditional teams that had a strict hierarchy in place struggle to come to terms with the empowerment that is bestowed on members of a Scrum team. . . .
While working from multiple geographies, having multiple vendors involved to help form the Scrum team and bringing in different skill sets, a Scrum team can become a team that works in "Bonsai Waterfall" fashion. . . .
The Scrum framework is perfect for communication agencies, and after becoming a Certified ScrumMaster, I now feel it as my duty to tell everyone about it . . .
We had been using sticky notes on our Scrum board. Sticky notes are good and inexpensive; however, the Scrum board does not give us an overall "feel" and picture. . . . During one of the sprint retrospectives, our team resolved this problem with an innovation.
A dream for every ScrumMaster is to turn his or her team into a self-managed and self-organized team. Here are a few important steps to help you do it.
The quest of transitioning away from traditional, plan-driven development may prove one of the most challenging commitments an organization will make. The "Ghosts of Processes Past" will creep up at the most inconvenient moments, but far worse are the monsters that lie in wait.
I am making an attempt here to map the Scrum model into ITTOs for anyone's understanding and easy implementation.
A poem for Agile practitioners. . . .
The transformation to Agile has to be done. We can take a softer or harder method, but it is the business need. Our prime focus points must be . . .
Poka-yoke means "mistake-proofing" in Japanese. Poka-yoke is also a development technique, one that helps avoid mistakes. . . .
High-performing Scrum teams run like a hot knife through butter. They move so fast that job titles become a blur, and last week's impediments seem like a distant, faded memory. I want to focus for a moment, though, on an impediment that many teams oversimplify . . .
Most package software vendors have their own implementation methods, which are generally aligned with Waterfall principles. Here comes the question: Do we need to look again at Waterfall-based implementation methods?
Historically, distributed teams were considered for cost-saving (financial) reasons only. But now organizations have started realizing other benefits of distributed teams. . . .
While making a decision about investing in an IT project, one of the key elements in the business that a sponsor would look for is the effort estimate. Typically, the expectation would be that the effort is estimated in terms of number of person hours. . . .
Agile coaches must be involved in the client's Agile process. Those who have the impression that Agile coaching can be done from the sidelines are mistaken . . .
Product backlog refinement, or PBR, is an integral component of successful Scrums. This process of continuously reviewing product backlog items, to ensure that teams know exactly what to work on in the sprints, cannot be done without.
Recently we found that, whatever changes you make in your process to deliver a quality product within a reasonably short stipulated time, those changes are related to core principles of Agile. How did I come to this statement?
While a strong statement of support from the CEO will pave the way for successful change efforts, significant work is required to make those change efforts both effective and sustainable. A well-planned approach has to factor in organizational dynamics along with both product and technical management considerations. . . .
There are several typical challenges and notions that commonly arise during a transition to Scrum. . . .
Multi-vendor and cultural nuances pose a challenge to assimilating and digesting Scrum values and principles. . . . The fundamental Agile values of openness and transparency take a hit.