There are great opportunities for growth and deviation outside the standard agile models for stable teams who want to evolve further. This article tells the story of one team that did just that--and what other people can learn from it.
This webinar will clarify what they are through a brief but solid introduction to them; will show you their differences and the different nature of their application in Management. This is not a battle of the fittest discussion but rather a where and when to apply each one discussion
Just because you are working in a waterfall organization doesn't mean you can't be Agile. Join Dave Prior as he walks you through a case study on implementing Scrum in a waterfall environment. He offers some key practices and data points that will enable you to be successful in both keeping the team productive and providing the information needed to build trust and confidence with the Project Sponsors and Senior Executives you need to support your Agile implementation.
Learn From Others
The number of agile certifications available in the market keeps growing, and one must consider the unique needs of the inquiring company or individual to know what would be best for them. What factors should you consider? Do you even know the options available?
Have you ever entered a sprint taking on a user story that you later regretted? What can be done to prevent this frustration? Is there a technique that will prevent this from happening, or are these teams doomed to keep repeating their mistakes?
In its popular, standard form, the Daily Scrum (“the Standup”) hurts teamwork. Follow this PM to understand how and why the meeting causes that--and discover alternatives that work better.
|A.||Traditional teams may have a 15-20% contingency cushion in time and cost on their project estimates. Routinely subtract a similar agile contingency from the number of backlog items you accept to make sure you finish all planned work within a single iteration.|
|B.||Agile is expected to be flexible, and velocity can vary. Just complete what you can and adjust your velocity for the next sprint if you don’t finish all of the stories you committed to complete this time.|
|C.||Be sure you are acknowledging hours that team members will spend in Scrum ceremonies, personal time commitments and non-team directed organizational work before calculating the capacity for this iteration.|
|D.||Ask the ScrumMaster to speak to anyone on the team who did not finish his or her work during the previous iteration. This person is making the team look bad and should be disciplined if it happens again.|
A retrospective is a special meeting during which the team gathers after completing an increment of work to inspect and adapt their methods and teamwork. Retrospectives enable whole-team learning, act as catalysts for change and generate action. This article presents some of the reasons why the retrospective’s efficacy can fade over time and then discusses some interesting techniques to keep them lively.
As an experienced agile coach, this writer often gets asked about agile tactics and practices--what works and what doesn’t. There are no singular answers, but there are some generative behaviors and rules for agile done well. In this article, he explores a set of common anti-patterns that he sees in an effort to share what not to do in your agile journey.
Scrum has two stable states--ready and done--that are linked to user stories. Do you know what the "Definition of Ready" is?
Is Scrum better, or Kanban? Which is more suitable for your project? Such questions--and sometimes the responses--put managers in a dilemma about which framework to embrace. Each has its own benefits and tales of success...
The concept of double-loop learning exemplified by the Mobius strip can be a great model for encouraging transformational improvements by challenging key assumptions and strategies. Combining agile practices and a dose of courage, learn how double-loop learning can help your organization respond more effectively to change and thrive in the marketplace.
If we are going to create an environment that is open to change, interactions and collaboration, then we also have to be prepared to deal with difficult emotions and decisions. And managing people in an agile environment requires social acumen...
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|Scrum||arlene trimble||Jul 16, '15 5:53 PM||1||1|
|Scrum/Business Alignment||Kathy Sundholm||Jun 29, '15 4:53 PM||2||2|
|Examples of non-IT/software Scrum implementation and uses||Federico Varchavsky||Apr 16, '15 7:42 PM||4||4|
|Mark All Read|