Most organizations claim they are Agile when all the ceremonies are in place and team members try to attend them, there is a tool for tracking sprints, and their main focus is on delivery. . . .
I'm not suggesting that I can offer any insight into what David Moyes could have done differently, but I . . . wonder whether the Agile practitioner could learn anything from his spectacular fall from grace.
Lately, when designing solutions for Agile-based delivery engagements, I have been constantly challenged with one question: Can you commit, up front, to a standard output for the cost associated?
When coaching, real-world examples play a vital role. With examples, the audience can digest concepts very quickly. Cooking in teams is an example wherein Scrum is followed implicitly.
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.