Scrum Agile Project Management

Articles on Scrum and Agile Project Management

The Quest for High Performance

September 24, 2010 0

“The Quest for High Performance” by Tom Reynolds. One of the best ways to ensure that a team grows to be high performing is to get them off to the right start. Read this article to learn two team start-up activities that focus on process and help ensure everyone is on the same page from the beginning.

Using Both Incremental and Iterative Development

August 28, 2010 0

Incremental development is distinctly different from iterative development in its purpose and also from its management implications. Teams get into trouble by doing one and not the other, or by trying to manage them the same way. “Using Both Incremental and Iterative Development” illustrates their differences and how to use them together.

Finding the Forrest in the Trees

August 4, 2010 0

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.

Anatomy of a Retrospective

July 7, 2010 0

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.

Scrum Roles – an Unsolvable Puzzle?

June 25, 2010 0

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

June 21, 2010 0

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.

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