Scrum Agile Project Management

Leading or Managing

January 25, 2010 0

“Agile leaders lead teams, non-agile ones manage tasks. How many project managers spend hours detailing tasks into Microsoft Project and then spend more hours ticking off task completions? Unfortunately, many project managers like this task oriented-approach because it is concrete, definable, and completion seems finite. Leading teams, on the other hand, seems fuzzy, messy, undefinable, and never complete. So naturally some people gravitate to the easier – managing tasks.” Reference: “Agile Project Management”, Jim Highsmith, Addison-Wesley, Second Edition

Managing the Pipeline

January 24, 2010 0

The article “Managing the Pipeline” by Mary Poppendieck discuss the project planning and usage of resources. Exhorting workers to estimate more carefully and project mangers to be more diligent in meeting deadlines is not going to remove variation from projects. We need to change the rules of the game!

The Upside of Downsizing: Using Scrum and User Stories to Scale Down a Project

January 17, 2010 0

The article “<a href=””>The Upside of Downsizing</a>” describes how a project was successfully downsized from 100 to 12 developers. To make such a dramatic adjustment the development process was switched to Scrum and user stories.

Jeff Sutherland

January 15, 2010 0

Jeff Sutherland is a co-creator of Scrum with Ken Schwaber. He is now Chairman of the Scrum Training Institute and CEO of Scrum, Inc. His Scrum blog is a resource that you must read and follow if you are interested in Scrum.

January 15, 2010 0 was founded by Ken Schwaber, one of the creators of Scrum,. Schwaber initially attempted to develop’s programs while part of the Scrum Alliance. Ultimately, he found that to accomplish his goal of improving Scrum knowledge, training, and implementations, he would need to break away from the Scrum Alliance. offers scrum resources, assessments, certifications and training programs.

It’s Not Just Standing Up: Patterns of Daily Stand-up Meetings

January 8, 2010 0

People who have experienced good stand-ups will generally know what can be done when things aren’t working well. This capability is obviously less likely for people with limited experience to reflect on. “It’s Not Just Standing Up: Patterns of Daily Stand-up Meetings” is an attempt to partly compensate for inexperience by describing the benefits and consequences of common practices for daily stand-ups. These patterns of stand-ups are intended to help direct the experimentation and adjustment of new practitioners as well as provide points of reflection to experienced practitioners.

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