|A.||Be careful what you ask for. Only human resource certified people are qualified to choose new employees for an organization. Revoke your participation rights in this process or you will be blamed when this new hire fails.|
|B.||It’s not only the questions you ask, but what you do with the answers that will empower you to choose the best addition to your team. Create a good list of questions and know how to interpret what you hear.|
|C.||Your product owner is the person on the management team and is more experienced in what makes a good agile team member. Ask him to sit in on candidate interviews and then defer to his superior judgment when making the final choice.|
|D.||The person you hire must fit into the team, so assemble the entire team and have all of them work with you to interview potential candidates. Once they have agreed on a choice, they will be forced to work with the new person successfully since they have been part of the hiring decision.|
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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.
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Agile project management, and particularly Scrum, can become overwhelmingly consumed by methodology, jargon and rules. This is just the opposite of what was originally intended for agile-lead projects, and it is the communications part of our role that is so important.
Do the skills required by each function make it almost impossible to be a successful PM and ScrumMaster? Our writer had one theory as he started his musings...and ended up somewhere else entirely.
Troubleshooting geographically distributed agile teams is difficult--made even more difficult because you can’t see the people you need to talk to. Don’t assume it’s the first problem you consider.
Ever encounter people who consider themselves “victims” of the agile process? They are competent contributors, managers and project managers who never asked for agile, have had no say in its implementation and hate going through its motions. What can you do to cheer them up?
While self-organized teams are valuable and shared responsibility is the way to manage any project, it seems like a project manager is needed to steer things in the right direction--just make sure you allow them to adapt.
Question: Today a person appeared at my desk saying he was the new Business Analyst for the team and he set up a meeting with me for next Tuesday. I didn’t want to appear stupid, so I just said okay. We’re an agile team, so is he replacing me as ScrumMaster, or what? Should I be worried about my job?
|A.||The Business Analyst (BA) certification is the replacement credential for the old Project Management Professional (PMP), but with an agile flavor. Check online to see how quickly you might get this new certification if you hope to continue on with your organization.|
|B.||Rather than replacing a project manager or ScrumMaster, the BA is the representative of the Customer or Product Owner who is funding or authorizing your project. He will benefit the team, as he may have more availability than the actual Product Owner.|
|C.||The BA is a junior version of a Quality Assurance team member, and can help you finish your projects more quickly since he does not have the test backlog of a seasoned QA person.|
|D.||The ScrumMaster reports to the Functional Manager whose department will benefit most by the completed project deliverable. Perhaps the BA made an error in contacting you.|
We've covered certain challenges a project manager is likely to face when a Scrum transition is first being evaluated, and a comparison between Waterfall and Scrum methodologies. Part 2 of this article covers the ScrumMaster and Product Owner roles in the Scrum environment--and also addresses the project manager’s role during and after an organization's transition to Scrum.
In a pure Scrum environment, the project manager's responsibilities are reallocated to the newly introduced roles of Development Team, ScrumMaster and Product Owner. In a hybrid Scrum environment, the project manager role may still exist--but likely in a significantly altered form. PMs need to take the impact of this change on their role and responsibilities into consideration…and plan accordingly.
Question: I’ve just been chosen as ScrumMaster for my agile team. I know I “remove obstacles”, but I’m concerned about what I can do on a daily basis and what is overstepping my role and moving back to traditional project management. How can I make this a better team?
|A.||The ScrumMaster role is non-technical, which is a reward for outstanding technical performance in the past. In essence, you retire at full salary.|
|B.||The ScrumMaster has a key role in improving team performance, so find your own way to structure the team processes and to facilitate team development.|
|C.||Since the team is self-directed, wait until team members present obstacles at daily scrum meetings and then tell a manager to remove them.|
|D.||Find an experienced ScrumMaster in the organization and ask if you can shadow them for two days a week. Then, follow their directions so that all the agile teams are working alike.|
Life gets really interesting when we start to extrapolate the brand identity concept into our project methodologies. What drives the decisions about what different organizations use? And is there any tangible benefit to choosing a “brand label” project execution approach?
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