If you want to learn to play the piano, it's going to be a tough endeavor if it takes 30 minutes before your piano produces a sound after you press a key. . . .
Some POs may lose their focus on the team as external priorities shift. To address this and a few other factors that can affect the transition from being an average PO to being a stellar PO, I've listed some traits that can help a PO move in that direction. . . .
Work agreements are the set of rules/disciplines/processes the team agrees to follow without fail to make themselves more efficient and successful. This system has worked really well for my team. . . .
One of the principles of the Agile Manifesto states, "The best architectures, requirements, and designs emerge from self-organizing teams." The key term in this principle is team.
Scrum, by design, does not come with prescriptive details on how to address some of the challenges project teams face, or the challenges introduced when using Scrum. This article looks at some of these challenges, and example solutions, in the light of experience working with different Scrum teams around the world. . . .
Applying Scrum in an organization that is not familiar with Agile can be challenging, even for the most seasoned ScrumMaster. Here are some lessons I have learned. . . .
Just a few short years ago I began singing the praises of Agile to just about anyone who would give me the time of day. . . .
Executive leadership often advocates going Agile, but do they really understand what it means?
While checking a ScrumMaster's checklist proposed by one of the nation's top Scrum practitioners, the very last item caught my attention. . . .
I imagine you have read many articles about story points-based estimation. Hence, instead of going over how it all works, I will try here to provide a practical guide for how to achieve it. . . .
The INVEST scale is a simple yet effective measure of user story feasibility in the current sprint, based on the INVEST principle. This scale has provided lots of benefits to my current project. . . .
Although the teams are self-organizing and self-managing in an Agile environment, often a team that starts practicing Agile methods for the first time could use a little help in the form of good coaching and leadership. In order for a coach and a leader to be effective, he or she needs data to make informed decisions. . . .
It is common to see people getting bored in sprint retrospective meetings, or to bring only a few positive or negative issues to the meeting. I am going to present here an approach that has been working for me and for the team I have been part of. . . .
When you think of Agile, there are a couple of questions -- myths, in fact -- that repeat frequently with just a verbiage change. It is important not only to know about the Agile framework but also to resolve open questions in order to embrace it fully. . . .
Scrum is a useful approach for managing software development projects. When performed correctly, it breaks work into manageable pieces and assesses technical risk. Some teams, however, run into trouble quickly because Scrum is blamed when it uncovers stinky issues. . . .
Recently we performed a workshop to estimate the total number of sprints that a specific software implementation will take us. At the end of this session, I asked myself how we could estimate the risk percentage, to add it to the actual estimation. . . .
Many teams try Agile methods, or rather techniques. Some of them fail, and they suffer from this failure later on because it induces resistance in the rest of the organization and makes later attempts at Agile adoption much more difficult. The following are five patterns of immature Agile implementations. . . .
If you practice Agile, you must have come across the ever-new demon called "Prescriptive Scrum." What is this, actually? What are its symptoms?
When we started our project a few years ago, the team's velocity was around 40 points per two-week sprint, and we were accepting 20- and 40-point stories in a sprint. We learned a lesson. . . .
It's not ideal, but sometimes it's reality: You look at your backlog and it's a mess. You don't know who's doing what and what is happening when. What should you do about it -- clean it up or start over? I recently observed this problem, and this is what we decided to do. . . .