User stories are often misunderstood as small bits of requirements that help postpone analysis, but that’s not what adaptive planning should be about. Adaptive plans help organisations turn a changing landscape into a competitive advantage, react faster than the market and accelerate product discovery.
It’s all too common these days to see arguments on Twitter or mailing lists with these rules-bound zealots arguing that ”you’re not agile” because you aren’t following the rules to their satisfaction.
This talk is a study of a case in which three Scrum teams converged into a single large team Kanban system design. Working in separate teams resulted in issues with responsibility, hand-overs, resource utilization and a culture of blaming others. In a large, highly self-organized team the members could share responsibility for the whole, work on the right things and focus on flow.
Using Story points is a technique used by Scrum team to evaluate the relative size of user stories. If this technique works fine for single teams, it might be more problematic when multiple teams are involved. In this article, Paul Raymond explains why user story normalization is needed in contexts where multiple Scrum teams cooperate on the same user stories.
One of the important concept around Agile and Scrum is that it is more important to build the right product than to build the product right. Impact Management is a framework that helps managers to focus on impact of an idea and a product. In her article “Impact-Driven Scrum Delivery”, Ingrid Domingues explains how to brings together Scrum and Impact Management in software development projects where design is important.
Most agile software development team grapple with user stories as a technique for understanding what needs to be developed iteratively. This talk presents some techniques for uncovering useful user stories and how to slice them in a way to deliver value in small increments.