I would like to start with the old saying, "Don't reinvent the wheel." And really, it is an important message!
When organizations are new to Agile -- or even after they've been practicing Agile for a while -- they often struggle to decide on the duration of a sprint or an iteration.
Agile project management is an attempt to make the process of software development better and more effective, and it has seen increasing popularity and success. Agile project management has also reached the clinical research industry as a need of the hour.
Scrum and the PMI (Project Management Institute) process are two frameworks that enable software project teams to build complex products based on a well-organized and empirical process. . . .
The term "developer" became so popular in the last decade that it became a synonym for "programmer." That's no surprise, given the way programmers welcomed the tag. However, "developer" has a broader sense in Scrum teams.
Sprint Zero allows developers to get acquainted with the work at hand, evaluate the available information, get clarifications, and communicate with clients, which helps prepare a mind-set about how to deliver the project.
Any business requirement that needs to be formulated in user stories can be best justified if the writer knows the user roles for which the requirement will be mapped. To identify users, user role modeling is important.
When I teach Scrum courses, there is always a common question: "What does the acronym S.C.R.U.M. mean?"
In this post, I'm sharing my encounters with different teams and their understanding of TDD. It's surprising to find that lots of wrong interpretations are still fairly common in the industry.
We implement several methods for projects; can't we do so for proposal development as well?
In Scrum meetings, participation of team members, and specifically participating together, is important. At times, however, participation is not balanced in a meeting. . . .
I recently attended a Certified ScrumMaster® (CSM) workshop. I would like to share the key takeaways from the workshop. . . .
We all know the various roles on a Scrum team and how to iterate over a sprint. . . . A Scrum team will do this over and over again to build great software products. What is missing? . . . When and how do teams come up with brilliant and new innovative ideas?
Agile is known to increase transparency in the functioning of a team in which there is no hierarchy. How is a team member's performance evaluated so as to recognize performance and provide him or her with a career path? Should the ScrumMaster appraise the team members?
Besides following the standard practices during retrospectives, one of the ways to enhance Scrum's effectiveness is to eliminate the "waste" in your sprints. [Here] are a few things that could help a team improve at frequent intervals.
Nine days completely off the network. Some rule being enforced within the organization. I needed something somewhat relaxing, but productive, to keep my thoughts distracted enough to not drive myself crazy. . . .
From my own coaching experience, I have learned that one of the best ways to instill the Agile values and principles in [people's] minds, and to make following them a continuous-improvement effort, is through self-realization.
While most of our clients focus on teams and projects, some have reached out to us to scale Agile to large programs and portfolios. This article identifies the key challenges we have encountered when organizations want to adopt Agile at the enterprise level.
Scrum projects are characterized by their iterative nature, delivering incremental customer value by self-organized teams. . . . While the Agile software development life cycle provides metrics, there need to be some guidelines on how to use those metrics to measure organizational productivity.
We all know that Scrum games are helpful in building team cohesion, energizing everyone, and breaking the ice for shy teammates. Here is a game that I found very interesting and easy to play.