What is the ideal tester-to-developer ratio for the development team? On the surface, this might sound like a perfectly reasonable question—one that should be easy for an experienced practitioner to answer. However, when you look deeper into the question, you will see that it has layers of underlying assumptions—including ones about corporate culture, politics and the likely skills of their own staff.
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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Product management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with program and project management. Yet done well, product management is a driver of market success and effective development.
This webinar is about making project management and innovation to co-exist through better understanding concepts around Kaizen and Kaikaku.
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Agile practitioners generally agree that regular retrospectives throughout the project are a good practice; however, many are not seeing the full benefits from the practice. This article shares a number of tips on how to perform retrospectives effectively—getting the maximum value from this important agile process.
This real-world example looks at how agile principles were applied to an international company’s global ERP project. It discusses how agile was used to provide continuous feedback into how the project operates. It discusses many of the company’s lessons learned and how it solved challenges in a typical waterfall environment using agile principles.
How should a team calculate realistic velocity? How fast should a team go? The assumption of higher velocity points is a reality in agile projects, and the ability to adjust to the "right" velocity is a challenge posed to every agile team. Quickly adjusting the team velocity with respect to the sprint backlog is critical in accomplishing the delivery of the scope of the planned release.
|A.||The manager or product owner who pays for the project always has the final vote. Even if you know he or she is missing important viewpoints, you should accept those decisions and work your hardest to make them deliverable. If it goes astray, it’s not your problem.|
|B.||A business analysis tool, the Purpose Alignment Model, may be a fresh insight for your management and your team into which items on a Scrum Backlog or a project management plan should be prioritized and which should be done with a minimal amount of cost and effort. Try this fresh approach for a new view of your project work.|
|C.||Rapid application development (RAD), which uses fourth-generation languages and frameworks such as low-code development web applications, is a technique one can use across all industries and on all types of projects. Get a clearer look about the value of each product feature by switching to RAD.|
|D.||Some purposeful activities in modern corporations are not appropriate for project management techniques. Only governmental and not-for-profit entities can gain value by their use, since the need to get a profit or any return on investment is limited in these types of organizational structures.|
What happens when you are not part of an agile development team? If you aren’t exercising your planning rituals and weekly sprints, will you lose muscle memory? Or is there an opportunity to apply what you know to better all aspects of what you do?
Implementing a hybrid methodology can be more effective and useful to your project needs, because traditional approaches can sometimes be too heavy and complex for incremental projects. Here, a practitioner shares his experiences consulting on a project.
Is agile outside of your team's comfort zone? Read how one practitioner successfully applied agile principles in the organization he's managing.
Should ScrumMasters ever attend the daily scrum or stand-up meeting? As a guiding principle, agile values self-organizing and self-managing teams, but let’s explore five scenarios where the presence, and perhaps even participation, of a ScrumMaster could be helpful if they adhere to a specific role.
Agile processes can offer rewarding advantages to traditional software development, but they take time to adopt properly. New teams will likely encounter conflicts and confusion during their first sprint retrospective. Here are five lessons learned that can help your next sprint avoid some common pitfalls.
The webinar Dude, Where’s My Control?! Transitioning from a Project Manager to a Scrum Master was packed with information, and here the presenter covers some questions and answers that came out of that session.
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