Articles on Scrum and Agile Project Management
In this article, Stefan Roock shares five tips for impediment resolution with Scrum: 1. Make the impediments visible 2. Search for impediments 3. Limit the number of impediments 4. Differentiate between local and global impediments 5. Help the team to resolve impediments
This article examines something called “The Daily Scrum Meeting” used by Scrum Teams on Agile Software Development Projects around the world. Using some real-life stories and cartoons, you should walk away from this with a better understanding of what not to do, what to do, and then how you can make changes if the first team looks more like what your Scrum Team is doing today.
Your team has adopted the relative story point estimation and you are now ready to jump into your first planning poker session. Where do you start? What is a 1-point story? What is a 3-point story? What is a 13-point story? Your team is looking to you and this process is almost as new to you as it is to them.
This article describes an emerging enterprise pattern for the successful implementation of software agility at the project team, program and portfolio level. It describes the new software development and delivery process mechanics, the new teams and organizational units, and some of the roles key individuals play in the new agile paradigm. In addition, the Big Picture highlights the requirements practices of the enterprise agile model, because they uniquely carry the value stream to the customer.
The five stories presented in this article, mostly based on real life, might help you see how Agile can become mechanical and what you should do about this. You will also learn some solutions that could help to solve all five symptoms. We need to allow people to act like people and not try to force them into a machine model that we have created for them.
In the past, the Scrum Guide consistently used the word “priority” for the Product Backlog or noted that the Product Backlog was “prioritized.” While the Product Backlog must be ordered, prioritization is only one technique and rarely a good one to achieve this objective. The new Scrum Guide instead uses the term ordered for the Product Backlog.
Implementing Scrum on a custom (or bespoke) software development project can be difficult and many organizations new to the agile methodology struggle to adopt it. Typical issues/obstacles that arise include lack of business ownership and the inability to make decisions, limited business buy-in into the concept of Agile or team communication and individual skills. When introducing Agile, organizations often attempt to tackle all of these issues head on and get overwhelmed with the new methodology, then choosing to revert back to what they are familiar with. Why not moving gradually to Scrum, enabling an organization to deal with issues one at a time and gain the benefits associated with solving each issue gradually?
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