4/16/2012 by Timothy Korson
Abstract: This article explores how to achieve the productivity benefits of an up-front enabling specification, given the reality that Scrum is an empirical framework in which emergent understanding of the story under development is inherent.
3/29/2012 by Gastón Guillerón
More and more companies and organizations are enthusiastically adopting Agile, defining roles for each project, learning the practices, and entering the world of backlogs and burn-down charts.However, the theoretical simplicity of Scrum is often difficult to apply in real projects. Several organizational factors (assimilation of the methodology, resistance to change, organizational culture) can turn the trip into a nightmare. Luckily, there are ways to mitigate this problem.
3/21/2012 by Juan Banda
For disclosure, I'll start by saying that even though I've practiced several martial arts, I've never achieved a black belt in any. However, I've trained in different Japanese martial arts with black belts who moved to my hometown for various reasons. They all wanted to continue practicing and teaching their martial arts; some of them found dojos to join while others needed to start from zero, attracting students and finding resources and a place to train.
3/19/2012 by Christopher Broome
"I have no impediments."
It's the most common sign-off for every team member in the daily Scrum. It's also a lie.
We've all been there. Standing in a little circle of people, listening to the carousel of "This is what I did yesterday, this is wh...
3/16/2012 by Bryan Zarnett
Scrum scales so that large, multidimensional projects that cross departments, teams, and traditional boundary lines can be managed using the same protocols and logic of a fundamental, small-team project. The key to this scalable element is the Scr...
3/14/2012 by Arpit Gautam
We all do the crazy exercise of rating team members every year. And, looking back at a software development industry that's almost 50 years old, we know certain things for sure: Software is built by teams, not individuals. Moreoever, each individu...
3/14/2012 by Madhan Manivannan
Team members inexperienced in Agile often resist adopting this framework for a project. Maybe they've heard about some Agile practices, vaguely, and they've jumped to conclusions of their own. And the more strongly we insist on the practice, the more resistance we come up against.This generally happens when we try to introduce this (or any) practice without providing time for the team to understand the principles behind it. A project manager who is interested in Agile wants his next project to adopt Agile, just like that. The common approach is to...
3/12/2012 by PIYUSH JHA
Good friends, go in, and taste some wine with me,
And we, like friends, will straightway go together.
That every like is not the same, O Caesar,
The heart of Brutus earns [grieves] to think upon!
3/5/2012 by Shweta Darbha
Waterfall methodology has been around for so long that the software organizations that practice it — and their customers — are completely in tune with the process. Recently our resident Agile guru pointed this out when commenting that, with Agile, customers or product owners can't give engineering a memory dump. In other words, they can't give engineering a dump of requirements at the start, because Agile mandates constant collaboration, in which requirements are aligned with the team and the business as well.
2/22/2012 by Justin Hennessy
By its very nature, Scrum is a constant journey of inspection and adaptation. But there comes a time when it's a good idea for an Agile team (mature or not) to take a step back to review and relearn the foundation principles and practices of Scrum. In other words, have a team "reset."