Question: Even as we begin to emerge from the challenges of the past year, it is becoming obvious that things will never go back to exactly how they were in the past. My company wants me to use more agile approaches, along with our past predictive ones, to make us more flexible. But while I agree in concept, I’m not too sure how this would work in practice. Any suggestions?
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Does the Daily Scrum help your team grow, or do they waste time? Here is some insight on the importance of holding Daily Scrums—and how you can actually use them as a tool for team cohesion.
In agile product development, we try to work on fewer things and stick with them until we finish. Rapid priority shifts are expensive and demoralizing. But that’s not always clear on the go-to-market side, so we need stories like the Hungry Man Parable to build better understanding.
Question: We are starting a project that is part hardware and part software driven. The organization has asked me if we want to use a traditional approach or a more flexible version like agile. It seems to me that the production line would benefit more from one and the IT team might do better with another. What do I recommend to management about what our team wants to adopt to move forward?
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.
We received so many questions during our Ask the Experts: Agile for the Rest of Us webinar that we didn’t have time to answer them all, so the presenters continue the conversation here!
If we stubbornly insist on running projects “by the book,” we are going to miss opportunities. In that spirit, here are six ways to develop your hybrid approach to project management.
Scrum masters are critical to the success of agile projects, but as agile skills and experience in an organization grow, does the role need to evolve to remain effective?
After you've assembled a cross-functional innovation team and aligned around a goal, it's time to start using metrics and data to track the most important things, supported by a scorecard that everyone can see. This will help establish a rapid rhythm and generate positive velocity on your innovation journey.
Question: Last week, I was told that there will now be a business analyst (BA) working with my project team. To be honest, we have all the roles filled. Why are we being assigned yet another person to deal with? Isn’t it enough that they also want us to work with a second team to produce the tangible portions of this project, while we do the software and other soft deliverables? Can I refuse to accept this person into the group?