If the Agile Manifesto prefers responding to change over following a plan, it is not against planning. In this article, Raju Kidambi explains why it is important to use Scrum during the pre-project planning phase.
“Value” is the beacon, watchword, end game, justification, and mantra for Agile practitioners. You make product decisions in Scrum at every turn throughout discovery and delivery, balancing multiple perspectives.
After having heard a lot of time that Scrum is dead, Andrew Kallman and Ted Kallman explain why this is not the case. They start by writing that there is “nothing magical about Lean, or for that matter, Agile or any project methodology”. Based on job posting statistics, there is still a strong demand and interest for both traditional and Agile leaders.
One of values of the Manifesto for Agile Software Development is that you should prefer “responding to change over following a plan”. This introduces a lot of uncertainty in Scrum projects. In his book “Executable Specifications with Scrum”, Mario Cardinal explains that to manage this uncertainty, you have to build your project on a stable platform.
When you come to a Scrum or Agile conference, you pick up new ideas that you’d like to try when you get back to work. However, you may feel like you hit a brick wall when it comes persuading your team to try the idea out. Resistance is very common in organisations large and small.
In Scrum, the velocity is defined as amount of work that the team can handle in one sprint. This is an important measure as it is used to plan the future iterations and to verify that the team is progressing at a constant and comfortable pace. In this blog post, Agile coach Rachel Davies presents a FAQ on how to calculate velocity.
The role of the coaches and ScrumMaster is to give feedback to the members of the Scrum teams. In this article, Francesco Attanasio proposes a model based around the FEELING acronym: Facts; Emotions; Encouragement; Learning; Implications; New Goals.
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