The scaled Scrum model described in this article has become the benchmark for Agile practices in my organization.
One of the challenges coaches find with Scrum teams is their lack of discipline in observing the required meetings and schedules. I am sharing a simple and visual way to help with this, one my teams love and use.
As ScrumMasters, we've all faced the challenge of trying to conduct effective sprint retrospectives in Agile. It's not easy to probe team members and help them share their concerns openly. So what can you do?
An argument against emergent design is the possibility that it can lead to poor designs. An intelligent product owner can take charge and prevent these poor designs -- but how does he or she do it?
If you are an Agilist, continuous improvement is in your DNA. Hence I would like to recommend an improved method of estimation, overcoming common challenges while fulfilling its purpose.
Here I'll discuss several ways in which Scrum can help improve productivity.
One of the shortfalls of the traditional ROI metric, as applied to MVPs, is that the high business value and low-effort levels are weighed proportionately to each other. Here's another approach.
Segue um exemplo real que aconteceu comigo. . . .
Testing is a vital part of software development. So why do we commonly call coders "software developers," but we don't call testers that as well?
Neste artigo irei contar um pouco sobre minha experiência utilizando o planning poker e seus ganhos.
Today our PO was absent for the planning meeting. None of us wanted to cancel the sprint planning, so we held the meeting as usual. . . .
I played rugby for a few semesters in college, and it never occurred to me that the name for an Agile process framework could have come from rugby's scrum. . . .
The zeal for "zero quality error" competes with maintaining profitability on product development and project management initiatives, when organizations are attempting to do more with less.
Process maturity is a beautiful concept -- it helps assess the maturity of an organization's processes to improve the development of software. Here I'll discuss how to map Agile principles to process maturity levels.
After we've reached a place of acknowledging we don't know something and are less sure than we were just a moment before, where do we go from there? It's an important question, because if you don't have an answer, you're open to trouble.
I would like to discuss the specific topic of velocity, including some common misconceptions and suggestions for overcoming them.
What happens when organizations trumpet being "Agile," yet in practice there seems to be nothing Agile about them?
Let us take a closer look at software projects and the Definition of Done (DoD). A common understanding within the team is necessary, but is it sufficient?
Project Master and Scrum Manager -- what's in a name? Well, there's a lot. . . .
I'm sure you've heard about user stories plenty of times. Hold your breath -- I'm going to tell you what they really are and how they are intended to be used!