The daily standup is an important part of agile-based project delivery. But let’s be honest, any daily meeting can become stagnant and stale. Don't settle—you can re-energize your standups by changing the routine and honoring their true purpose.
Per the Agile Business Consortium, business agility allows businesses to adapt quickly to market changes; respond rapidly and flexibly to customer demands; adapt and lead change in a productive and cost-effective way without compromising quality; and continuously be at a competitive advantage. The primary reason for moving to Agile is to achieve faster business value and keep you ahead of the competition. Agile is built for change - fundamentally, it is about creating Business Agility. It enables the enterprise to deliver projects more efficiently, with relentless focus on business value and providing the highest return on investment. Whether it is a software project, a new service offering or a new product, Agile’s twelve principles and three pillars (transparency, inspection, adaptation) are designed to reduce money spent on undesirable or unusable features which were built based on outdated requirements.
The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc.
For the past 15 years, the Scrum Master and Project Manager roles have coexisted well, especially in IT projects. From the very technical role that was part of the Software Development Team, the Scrum Master evolved into a new organizational role sometimes with a well-defined job description and with responsibilities that transcended the technical background from which it originated. Although the role was defined in the Scrum framework, the Scrum Master role is now present in other frameworks
Save Time With Tools And Templates
This template can be used to estimate costs for a project based on Scrum iterations/sprints. This tool assumes basic knowledge of agile/Scrum. The template is divided into three spreadsheets: Overview (detailed explanation of the template and usage), Estimator (calculations required for obtaining project cost estimates) and Data (look up data used in the estimator worksheet).
Scrum has been at the forefront of a revolution in how software is developed and deployed. Who is using it? How? And why? In this exclusive 48-page report from ProjectsAtWork, Scrum Alliance and ProjectManagement.com, 500 professionals share their answers.
This 19-slide deck is a companion piece to the Agile Distributed Teams research report from ProjectsAtWork. It is designed to help you leverage the report's key findings and recommendations to achieve the benefits of working with distributed agile teams in your organization.
Learn From Others
Like many fields, nonprofit and government organizations want to find ways to respond to projects faster and more efficiently. This article provides five ideas for them to use agile methods and approaches.
A retrospective meeting is for betterment, learning, problem solving and celebrating team achievements during sprint execution and review; they should have a motivating approach. Yet so often, they don't.
The product owner is not only responsible but also accountable for targeted business value. The challenge: How can the PO go that extra mile to truly optimize business value?
대부분의 프로젝트 관리자는 Scrum Masters가하는 일에 대한 기본 아이디어를 가지고 있지만이 역할로 전환하려면 성공하기 위해 필요한 기능과 접근 방식, 자신의 스킬 셋을 조정하거나 확장 할 수있는 방법에 대한 심층적 인 이해가 필요합니다.
Most project managers have a basic idea of what Scrum Masters do, but to make the transition into this role, you need a deeper understanding of what capabilities and approaches are needed to succeed, and how you can adapt or expand your own skillset.
It’s daunting to define sprint durations and size stories when a scrum team is new and requirements are evolving. On top of that, it requires more mentoring when the agile practices and mechanics are in the nascent stages and you need to align all of the stakeholders to a common goal. Here is some help.
In order to keep up with market changes, organizations must figure out a faster way to deliver new features. The lean lab methodology is a proven delivery method, allowing teams to fail fast and identify winners quickly. Lean labs offer the team an opportunity to learn from mistakes, become more efficient, and show business value quickly.
Faced with overwhelming workloads, we are often advised to “prioritize,” as if that is some sort of magical spell. We need to look beyond prioritization. Here are some useful tools and techniques that can be applied by individuals as well as teams to increase productivity.
Saying the words “agile” and “scrum” does not make a company more agile and scrum. We need to build a safe and approachable community where open discussions can happen. Read about one practitioner's experience.
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