Scrum Alliance

Moneyball and Agile

If your company is one that typically resists change, you may feel more optimistic after watching the 2011 film Moneyball. . . .

If It Ain’t Broke, Don’t Fix It?

If it ain't broke, don't fix it -- when Waterfall is working, then why Agile? Well, change is the only constant. . . .

Coaching as Facilitator with Focus and Placement

In this article I explore the ScrumMaster's role as a facilitator serving the team in Scrum events, meetings, workshops, and informal conversations. . . . The main message I would like to give is that the ScrumMaster can mix facilitation skills with coaching ones.

Agile Marketing

The explosion of technologies over the last few years has forced many of us to find new ways to keep up. Suddenly, it seems we are out of date before we can even finish a project! How does one keep up?

Using Scrum Ceremonies as Solutions to Project Issues

If a suitability assessment is done and a project is not found suitable for Agile implementation, then the Waterfall model is typically selected, as it is the most familiar model for executing projects. . . .

Tips for Scrum Adoption

A lot has been written regarding how to successfully deploy Scrum in teams and organizations. . . . The aim for this article is to share four tips that, in my humble opinion, will help you walk toward Scrum adoption starting with the right foot.

Ideas Prioritization

Imagine you have a list of ideas you and your team came up with. Now you need to pick one. Or prioritize them. How would you go about doing it? The technique described here will help save you time.

Ways to Implement Scrum and Agile Without Breaking the Bank

I believe that many of the new Agile brands are fantastic and provide great return on investment. However . . . if you are at a place where you cannot make that investment, I am here to discuss with you foundational (base) Agile practices that can provide you key benefits without the investment in Agile brands.

Agile Adoption

In a large organization, it can often take up to two years to implement Scrum. This is a big change in culture, and change is hard work. . . .

The Fear of Agile Transformation

Based on my participation in software development teams since 1992 and my personal transformation to Agile in 2005, I believe that fear is one of the major contributing factors behind the resistance to an Agile transformation. . . .

Requirements -- a Hard Nut to Crack?

Within a sprint, if you don't get the user stories right, it affects development, testing, and the outcome of the sprint, and it takes a lot of effort to fix this later. Let me illustrate with an anecdote. . . .

Acceptance Criteria-Driven Development

Acceptance criteria-driven development (ACDD) is an Agile approach practiced by integrating test-driven development with acceptance criteria. . . .

What’s in a Name?

Over the last few years, Agile has acquired a lot of unwanted baggage. . . . However it has come about, the term "Agile" has -- in some circles -- become a loaded one.

Agile Pilot Project Selection

There are many reasons why organizations fail when adopting Agile as a software delivery model. . . . This paper focuses on project selection criteria by listing the two key aspects . . . that should be checked before selecting a project for Agile deliveries in organizations that have limited experience in Agile.

Radiating the Right Message

A while back I was asked to advise how a sprint burn-down chart should be constructed. There was no time for elaborate discussion, so I just replied with my usual "story points left over time." The guy asking the question was not convinced . . .

The Power of the Backlog

Though the primary purpose of the backlogs is to document the requirements and work items, practically speaking, much more could be achieved by creatively structuring them and prioritizing the items. . . .

ScrumMaster: A Nonplaying Captain of the Team

Many books have been written and workshops conducted on the role of the ScrumMaster in any Scrum team/project. . . . The most interesting part of the SM profile is that one is not managing the development team but is still accountable for the outcome of the system.