It can seem like a good idea to add a backup story into a sprint — if works gets blocked or things turn out easier than expected, another story can be pulled into the sprint. However, having more than one story identified, even if not committed, is likely to lead to less work getting done.
We need to better understand the impact of work capacity overload, from additional software defects to creative burnout. In the third and final part of our conversation with Personal Kanban guru Jim Benson, the author makes the case for moving beyond a simplistic definition of productivity. [15:00]
In part two of our conversation with Personal Kanban expert Jim Benson, we share some anecdotes of teams dealing with the problems of Work In Progress (WIP), followed by some antidotes for how we can prioritize and limit it, consciously and collectively. [12:30]
We're all trying to do so much at once that we're not getting to a deeper understanding of what's actually going on. Personal Kanban thought leader Jim Benson is back to discuss this capacity issue, known as Work In Progress (WIP), and why we need better ways of identifying its impact on our projects. [10:50]
Given their fundamental differences, can Agile and Waterfall methodologies really be combined without causing more headaches than the effort is worth? Yes, but like any successful marriage, it takes some compromise and adjustment. Here are a few guidelines to make it work and reap the best of both worlds.
Writing effective user stories on Agile projects requires collaboration between the product owner and team. The effort involves agreeing on the depth of technical detail in the story, ensuring that epics are appropriately broken down, and adding acceptance criteria. Let’s look at some helpful examples for each step.
There are many ways that story points are often used incorrectly by well-meaning teams. In the fourth installment of our series, we look at two more agile anti-patterns that seem like good ideas but aren’t: allowing everyone to have a vote, and playing “Go Fish” during planning exercises.
In agile projects, most requirements start out as epics, which are too big to be addressed in a single sprint. Let’s look at some examples of how epics are broken down into manageable stories through team and user collaboration, and how acceptance criteria add important details.
CA Technologies and VersionOne have partnered on a solution that integrates Agile and waterfall project management, providing visibility across all development initiatives and enabling improved business-level decision making.
Requirements in Agile environments are handled very differently than in projects following linear processes. In Scrum, requirements are collected and shared through user stories, which have a precise format that invites conversation and collaboration. Here are some examples and guidelines for writing effective user stories.