The best agile software development teams use just-in-time planning. It's a simple concept, really, but not-so-simple to put into practice.
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In a complex world, experts may inform our decisions but we should not rely on them. We need to try things out in context. Lots of things, lots of times, and with little fanfare. This is management in perpetual Beta.
How do you calculate and use velocity to help your team and your projects?
As companies transition to Agile and Scrum to manage their software development projects, how does this affect the work of business analysts?
Read about a family practice transformation based on continual learning and adaptation.
Why would a Scrum practitioner ask the ScrumMaster to check if he or she is creating a learning organization? What is a learning organization, after all? And why would agile be concerned with a learning organization?
Scrum, by design, does not come with prescriptive details on how to address some of the challenges project teams face, or the challenges introduced when using Scrum.
Many of the challenges in agile and Scrum stem from the idea of the self-organizing team. Of course, many (perhaps most) of the benefits are also the result of self-organizing teams.
On one current project, a manager is part of his client’s much larger team--about 20 people. The team started out small, and as its grown in size, they've had to refactor the project management practices as well as the code.
As we enter the new year it is always interesting to reflect back on trends that we saw last year and forecast if they will continue into the new year.