When we look at all aspects of the servant and leadership styles in Agile, we come to the point where we see that the ScrumMaster is the perfect role for servant leadership.
There is a lot of scope for any Scrum team to experiment with its activities. One such experiment can be peer feedback.
Culture cannot be built. You can only focus on creating the right conditions for it to flourish. Culture plays a big part in how people perceive and go about their work, and it is a fundamental piece of a successful Agile transformation.
We do the following activities during our sprint readiness, or pre-sprint, phase for new projects. . . .
A team that commits to an action plan and then executes it could be continuously improving. However, such teams have mentioned to me that they feel that they don't improve or that their retrospectives aren't helping. What's going on?
Ever since I started working in Agile, I have been observing my wife's way of working and how she manages our kids' dynamic expectations. I keep seeing ways to correlate her methods to Agile.
Prioritizing the backlog is very important -- but the question is why it is important and how it helps in making a quality deliverable for customers.
Retrospectives play a very important role, as they are that specifically planned time when the team talks about the feed-forward mechanism, looking at areas of improvements for forthcoming sprints.
The role of the product owner is very important in Agile product development, especially in Scrum. Here I would like to give my perspective of the role of the product owner, based on my coaching and teaching Scrum to teams.
To me, Scrum is a framework that will help only if you can understand what it really means.
The retrospective is one of the most important ceremonies that the Scrum team performs. It is the very essence of Scrum, allowing us to "inspect and adapt." However, I often feel that new teams are lost in the retrospective. . . .
Imagine: You are about to form a new feature team that is composed of bright, cross-functional experts, self-motivated and self-managed. . . .
I personally had to deal with proving to higher management the increased output of a team during the past year, and I was seduced into micromanaging expanded time-logging of the team. . . .
One of the most painful challenges I have seen in business change programs concerns aligning the approach taken for business change management or process analysis with the approach adopted to enable those change processes with IT solutions. . . .
Though in theory the DevOps concepts (such as continuous deployment) could be applied in any model, the true benefits are well pronounced and feasible in an Agile mode of solution delivery.
In Scrum, we welcome feedback and change requests from stakeholders, but it is important for a product owner to prioritize them. The Kano model helps Scrum product owners during product backlog refinement, in light of such changes and demands.
Being Agile is better than doing Agile. I am sure we understand the fine line between the two. . . .
Castles of Cards is a game I have been successfully using for ScrumMaster trainings. Everyone seems to enjoy it and find it useful. . . .
Being a ScrumMaster, you will have to mentor your team in saying no. . . .
According to my observations, we usually look at the Scrum framework piece by piece, without considering the connections between the pieces.