On multi-team development projects, there are significant advantages in having each team organize around the end-to-end delivery of features as opposed to working on separate components. Fewer handoffs reduce waste and integration-related risks. And feature teams have a clearer understanding of the impact of design decisions. However, in some circumstances, component teams offer benefits.
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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.
Retrospectives are a catalyst for continuous team improvement, providing a feedback loop to examine methods, teamwork and results. But holding monotonous retrospectives isn’t much better than holding none at all. Here are three techniques you can interchange for maximum effect.
When a PM is first exposed to Scrum, it can seem as though there is very little if any structure--the team simply organizes themselves and gets work done in relatively uncontrolled sprints. That’s not the case, and the PM does have an important role to play. How do PMs adapt to a distinctly different role in Scrum?
Many organizations are obsessed with getting things done quickly no matter what. Therefore, they create reward plans that motivate this behavior. ScrumMasters gradually deprioritize promoting Scrum values and metamorphose into agile project managers. How can we prevent this?