Articles published in September 2013

Agile Will Fail Because . . .

Agile Will Fail Because . . .

I was at the Agile 2013 conference in Nashville, Tennessee, in August and had the opportunity to participate in the Scrum Alliance-sponsored Coaches Clinic. Two of the volunteers at the clinic put up a poster board with a simple statement: "Agile will fail at my company because . . ."

A Simple Daily Checklist for a ScrumMaster

A Simple Daily Checklist for a ScrumMaster

No matter what style the ScrumMaster adopts, he or she should do whatever is necessary to facilitate the team. . . .

Two Time-Management Techniques to Aid Agility

Two Time-Management Techniques to Aid Agility

With Agile as a philosophy and Scrum as a framework, ScrumMasters are sometimes on their own, left out in the cold when it comes to specific tactics. . . .

A Product Owner's Journey from Traditional to Agile

A Product Owner's Journey from Traditional to Agile

I recently worked on a project in which almost everyone in the Scrum team was new. The product owners in particular had worked in traditional project delivery models. . . .

Coping with Change

Coping with Change

Change is inevitable; everything changes and can change a lot over the lifetime of a project. For some reason, however, a lot of people who decided to go Agile seem to throw control out of the window. . . .

Agile Project Cost Management: General Practices

Agile Project Cost Management: General Practices

Earned Value Management, or EVM, is a popular method of measuring project performance, and an Agile project manager/ScrumMaster should know how to calculate this for better control on a project. . . .

What Is Sprint Zero?

What Is Sprint Zero?

The idea of Sprint Zero, like a lot of other things, has been used and abused. . . .

Risk and Scrum

Risk and Scrum

Scrum and other Agile frameworks don't have an explicit method for highlighting and handling certain types of risks. . . . For instance, risks around dependencies on other projects, features, stories, decisions, teams, etc., plus market risk, are difficult to account for.

Self-Organizing Rewards

Self-Organizing Rewards

The Agile Manifesto says that the best architectures, requirements, and designs emerge from self-organizing teams. The Scrum Guide says that self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team. But how about letting the team self-organize to reward itself?

CREATE New Thinking with One-on-One Coaching

CREATE New Thinking with One-on-One Coaching

Sooner or later comes a time to coach people one-on-one. . . . In my experience as a ScrumMaster, when it happened for the first time, I wasn't ready.

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