At a recent conference of ScrumMasters and product owners from various product and services companies, five impediments, or blocks, were mentioned by almost all the teams. Let's look at each of these blocks.
In one of my Scrum coaching environments, two members of a newly formed team were interested in nominating themselves for the ScrumMaster role. They were equal in their eligibility, and both were enthusiastic and growing leaders.
If you've worked with a significant number of teams in an Agile context, chances are you've heard something like this many times: "We could get a lot more work done if we had longer sprints." Here are the reasons why we disagree.
Planning for software development is similar to planning for a treasure hunt. You can't find treasure only by planning for it.
Let me tell you why a Sprint Zero makes little to no sense at all.
So, your organization has realized that it's time to transform your development shop to Agile. Great! But your biggest question is: Where do I start?
I can understand the confusion of new staff who are immediately told that stand-ups are not status meetings. Just because it looks like a duck and sounds like a duck . . .
O sucesso ou fracasso de um projeto de desenvolvimento de sistema de software depende muito da qualidade dos requisitos. A escolha adequada das técnicas de elicitação de requisitos é uma das etapas chave em qualquer processo de desenvolvimento de software.
Quiero compartirles algunos aprendizajes que obtuve en un taller que impartí para la creación y manejo del Product Backlog.
The "Agile Avengers" are a pilot Agile marketing team, the first of its kind at our organization. We're fulfilling our goals while serving as agents of change across the whole organization, proving that Scrum isn't just for developers anymore.
As a test and Agile consultant, I have come to realize the limitations of working in a supposedly "Agile" environment -- an environment some call "Hybrid" but that could be used to deliver business value incrementally, if properly coordinated.
I have been a ScrumMaster for more than six years, but it has only been in the past year that I have really appreciated the importance of having a great relationship with my product owner.
I conduct frequent Scrum training sessions, and I follow a particular approach to help the participants understand how a sprint retrospective can be used effectively in Scrum. Here's how I do it.
Everyone has preferred practices for executing certain aspects of Scrum consistently and well. What follows are mie.
One of the big lessons learned in our retrospective of this project was about the importance of ScrumMasters.
Booting up a new team in Scrum can be a daunting process -- even more so when that team has never operated in any way remotely Agile. This story is all about a team I have been coaching for a little under a month. Their results have been astounding.
In my 15 years' experience, I've come across people who think either in terms of the traditional Waterfall framework or the Agile framework. I have classified them as the Fixed Mindset and the Agile Mindset.
Here are the core XP practices that I believe are most important to pursue, along with sound knowledge of Scrum.
Being a ScrumMaster includes everything from interviewing candidates and onboarding to Agile coaching and release training. Getting to this stage of my career, however, has been quite an adventure.
When a company begins its transformation to Scrum, the biggest challenge is the cultural shift required. You can do many things to make this cultural shift smoother, but here is one extremely effective strategy.