Articles on Scrum and Agile Project Management
Even if the the Agile Manifesto declares that you should value “individuals and interactions over processes and tools”, this doesn’t mean that you shouldn’t use any tool. The authors of this article shares their experience using agile tools and explains why they prefer non-software tools and why you should be carefully pick the tools that will support your practice and your company if you pick any at all.
Have you worked on a distributed team where management apparently thought it should hobble local members to make everybody equally frustrated and ineffective? The Agile Manifesto principles say that: 1) Business people and developers must work together daily throughout the project. 2) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
This article describes a Lean and Scalable Requirements Information Model that extends the basic team‐based agile requirements practices to the needs of the largest, lean‐thinking software enterprise. While fully scalable to all levels of the project, program and portfolio levels, the foundation of the model is a quintessentially lean and agile subset in support of the agile project teams that write and test all the code.
This article presents the mechanisms that Visual Studio provides to support the team enacting an Agile process, primarily with Team Foundation Server (TFS). TFS captures backlogs, workflow, status and metrics of Scrum projects. This guides the users to the next appropriate actions. TFS also helps ensure the “done-ness” of work so that the team cannot accrue technical debt without warning and visibility.
The Dialogue Sheet is a new technique for team retrospectives in Scrum Projects. This technique involves a large sheet of paper that help to create good discussion and teamwork in Agile and Scrum projects.
This article presents the changes needed to create collaborative agile teams. It explains that you need to modify in your traditional project management team both the process, the way people get work done, and how people work together.
This article explains that it is important to end doomed projects before they become “too big to fail”. This article isn’t about the personal benefits of failure, but is rather about Agile software development. It’s about how failure, recognizing it and doing something about it, is a critical element of any Agile initiative.
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