Agile has become the norm in today's software industry. But after a few cycles, we often see the process effectiveness taking a hit and organizations going back to the traditional way of working. This is when it may be time to consider an audit.
Over the years I've often come across situations in which the team delivered a more complicated final product than necessary or desirable. Using Scrum, however, we uncover these misunderstandings much earlier -- and avoid them.
Several common traps can affect Scrum teams, and if they go unresolved they can affect the Scrum cycle, team morale and productivity, and product owner expectations. Here's how to tackle them.
The daily stand-up has several clear goals, and some common pitfalls as well.
Successful software delivers the project within the three constraints of time, cost, and budget. However, UX is also an important factor. Lean UX is an emerging way to help build the user interface at the same pace as product development.
I started wondering how a ScrumMaster can play the many roles people say is part of the job, and I came up with my own description of who I, as a ScrumMaster, really am.
Next time you're looking for a ScrumMaster, consider these two important qualities.
Although Agile's inner workings are complicated, we should realize and understand them cognitively instead of just following them blindly out of determination.
Agile adoption can be a real Twilight Zone for many people, holding them back from full adoption and creating anti-patterns that cause Agile to fail. Here are some ways I try to help in these situations.
In studying value, I reached out to teams and got collective feedback that stated, "Either we fail to understand end-user experience, or we do not give much weight to it." Here are some thoughts about better supporting user experience.
After adopting Scrum, we made massive improvements in our organization -- but the interface with our outsourcing partner was becoming fragile. Here's how we helped bridge the gap.
When considering ways to coach my teams to focus on continuous improvement, I came across a process called Appreciative Inquiry (AI), which focuses on possibilities, not problems. I've used it to help teams focus and perform at a higher level.
Over the years, I have witnessed various story-pointing techniques. Some were better than others. I have come up with a system that works pretty well, and I want to share it with you. I hope you find it helpful.
In 2007, when I was introduced to the concept of eXtreme Programming (XP), our team was ultimately able to achieve zero-defect deliveries. When I think about what enabled us to achieve this, I can offer the following thoughts.
Have you ever wondered why some Scrum teams perform well and others don't, even though they're all cross-functional teams with motivated, T-shaped people?
Do we suffer from an overreliance on tools -- one that distracts us from an important concept in the Agile Manifesto?
Stop trying to document every single risk, issue, assumption, dependency, and task milestone that could ever impact a project, and start actively managing the main, most important risks across teams.
Putting together a good Scrum team is not easy. Sometimes people aren't able to perform optimally as team members, and there are a variety of possible causes. Here are some of the most common that I have run across.
Are your Scrum teams worried that they've achieved less (in story points) in the current sprint? Are you worried about velocity going down?
Continuous integration is an important process for protecting against build errors and code breakage. Here is how we achieved it.