Finding the Forrest in the Trees
While the iterative development approaches found in Agile Software Development fulfill the promise of working software each iteration, that task of choosing which software to build first can be daunting.
Articles by scrumexpert
Fingers in the air: a Gentle Introduction to Software Estimation
An introduction to the software estimation process aimed at project managers, developers and customers who want to get a better understanding of the basics this subject, and avoid to make their projects a death march one.
Reflections on Management by Watts S. Humphrey
This book is composed of papers previously written by Watts Humphrey. The people and management aspects of software development are often neglected in books and this one is a good source to start thinking about them… and improving our practice.
Anatomy of a Retrospective
If you have never experienced a well-run retrospective, then it is hard to imagine what it is like by simply reading a book. Nevertheless, the article “An anatomy of a retrospective” tries to tie many of the discussions into a single experience. It is based on one real-life retrospective, but spiced up with a few pieces from other retrospectives. I’m certain the participants would recognize themselves, but I hope I have changed enough of the trivia to protect their privacy.
Location, Location, Location!
They say there are three important characteristics of real estate: location, location and location. The same is true for scrum teams. Where scrum team’s members are located has a profound effect upon success and productivity. Agile advocates recommend collocation of a software development team and proximity to the customer.
Scrum Roles – an Unsolvable Puzzle?
This article “Scrum Roles – an Unsolvable Puzzle?” discusses the different roles in Scrum projects and how you can relate them to traditional project management roles.
The Core Protocols, an Experience Report – Part 1
The Core Protocols are our ‘best practices’ for people, teams of people and organizations that want to get great results – all the time. They are ‘Core’ because they are foundational – they can be used by all teams, anywhere, even if you already have organizational patterns and best practices of your own. They are ‘Protocols’ because they name and prescribe ways that people can interact (behavior), predictably, like the ‘protocols’ followed in diplomacy.