11/2/2010 by Michael James
An adequate ScrumMaster can handle two or three teams at a time. If you're content to limit your role to organizing meetings, enforcing timeboxes, and responding to the impediments people explicitly report, you can get by with part time attention ...
11/2/2010 by Paul Goddard
During a recent training course I ran, one of the delegates made a joke about the nature of agile estimation in Scrum teams resembling a "séance"; whereby the team gathers around the table and stares at a number of user story cards expecting something unnatural to happen. How true! This gave me an idea for a different type of iterative estimation that I tried in practice with ‘Team Woodstock’.
10/29/2010 by Christine Crandell
Rowers row below decks, propelling the ship based on directions relayed down from up top. The ship will make it to the destination that way, but it would be so much more efficient if the crew could view the captain and interact with him more directly through a see-through deck. Find out why companies that want to maneuver better should strive for a similar degree of transparency and a company-wide agile focus.
10/29/2010 by Pat Guariglia PMP
Scrum teams just look different. From their faded whiteboards to their discarded post-it notes, Scrum teams make their mark just by doing their job. Read one CSPs story of how his team's space tells the story of their struggles and their triumphs.
10/20/2010 by Phil Southward
Trying to run a Scrum project in a waterfall-dominated culture is no easy feat. Read how one CSP navigates his way through these often tumultuous waters.
10/18/2010 by Huthaifa Afanah,James Coplien
Sponsored by PalDev and the Scrum Alliance, James Coplien recently traveled to Palestine to hold the country's first-ever CSM course. With the help of user groups and Scrum evangelists, the Scrum Alliance is transforming the world of work, one cou...
10/1/2010 by Knut Kvarme
How do you build your cross-functional teams? One CSP creates his in an agile manner, inspecting and adapting as the project evolves. He says that this allows team members to learn new skills and ensures that the right skills are brought on to the team when needed. Read on to hear his story.
10/1/2010 by Prashant Patel,Rahul Sawhney
Based on our experience, it is essential that stakeholders be involved in deciding the approach for solution delivery. Agile and Scrum require commitment and collaboration from various stakeholders for successful delivery and customer delight. While teams inspect and adapt their ways of working through multiple iterations, efforts of multiple stakeholders need to be coordinated. Without collaboration, sustainability is compromised. Commitment and collaboration cannot be achieved without setting the foundation early on in the project. At Baker Hughes Incorporated, our processes facilitate the initial conversation between multiple stakeholders to make the project successful. During the initial stage of projects at Baker Hughes, the teams have an opportunity to choose a solution delivery methodology – Waterfall, Rapid Application Deployment or Agile. In this article, Rahul Sawhney and Prashant Patel present: • The different aspects of this conversation - the parameters that we consider. • Why these parameters are relevant in the context of Baker Hughes Inc. • The impact of these parameters on solution delivery
9/27/2010 by Derek W. Wade
The following video with Derek Wade and Alan Dayley explore the role of Scrum in self-awareness. It was shot at the 2010 Scrum Beyond Software open space event in Phoenix.
9/16/2010 by Edward Wehr
When you create a new product backlog, filled with work yet undone, you are technically behind before you even start. The product owner must be able to manage this unwieldy backlog, breaking it into "sprint-able" stories and staying on top of new requirements. One CSPO shares the insights he has gained as a product owner with four Scrum development teams since 2007.