Angela Druckman was a traditional project manager until a fateful day when she learned about Scrum and agile software development methods. Initially, she was skeptical about the framework. But a bad experience with a project that went millions of dollars over budget and was delivered years (yes, years) late made her realize she had nothing to lose by giving it a try.
After her first scrum project, she was sold on the benefits of this empirical approach to project management. She saw how much happier the customers were, being able to see increments of working product every two weeks. She also saw teams that were happier as they were empowered to be self-managed. They decided how much they could commit to in each iteration and, once that commitment was made, the teams worked together as a cohesive unit to decide how best to approach their work.
Angela has since worked with organizations all over the world to improve their agile practices. She is the author of “30 Days to Better Agile”, a desk reference of common problems that companies experience when implementing methods like Scrum and how to fix those issues. “When organizations are making a cultural shift to agile methods, they can quickly get overwhelmed by the problems they experience,” she says, “I focus on helping them break down those problems into manageable pieces and make incremental improvements. The truth is, inside every big project is a small project, trying to get out.”
Articles I've written
What Scrum Can and Cannot Fix
The Scrum framework brings a structure to projects that can right many wrongs, but it is not a silver bullet, and it certainly won’t make all problems disappear.
How to Hold an Effective Backlog Grooming Session
When I come into organizations as an Agile Coach, one of the common areas of frustration with Scrum is the Sprint Planning Meeting. “These meetings take forever!” my clients complain. An easy way to make Sprint Planning mee...