This video tells the story of a project that was in a bad shape after a first waterfall attempt and 2 months of Scrum that failed to deliver any working code. This talk shares the technical practices adopted and how they evolved but mainly focuses on what it took to make the project work in a big organisation with the typical command-and-control mindset It discuss attitude and culture of people on the team and how our values worked against the values exhibited by other teams.
Videos on Scrum and Agile Project Management
Agile is no longer shiny and new. Many organizations claim that they’re Agile but what does that mean 10 years down the line of the Agile Manifesto? Sadly, what’s done in the name of Agile has strayed a long way from the original ideals. A bunch of simple practices that came from programmers have turned into tools for micro-management.
The problem is not fixed price contracts. The problem is fixed scope contracts. This is what Mary Poppendieck thinks of agile fixed price contracts. Instead of a scope, we need is a short list of problems to be solved, not a bad amateur design of their solutions. Agile contracts leave solution design to software engineers and control projects through the regular delivery of measurable value.
Short cycles provide us with a wealth of benefits in terms of fast feedback, minimal design in process and increased flow. Plan driven sprints however stress the system, force good people to make bad decisions and is built on the faulty belief that capacity utilization is the main problem in high variability environments like product development.
This video contains an interview about lean procrastination, which is the postponement of decisions to the latest responsible moment. Olaf Lewitz explains the idea and how it might help larger companies becoming more agile.
Scrum is the most popular of all the Agile methods. Tens of thousands of people have been certified as Scrum Masters. Thousands of projects have use Scrum to get great work done. But there’s a problem. Some of those projects fail, and fail badly. The reason they fail is that Scrum forgot something.
This short presentation explains why software metrics are not the panacea that we thought they might be 20 years ago. This is why moving from a predictive model to a reactive approach is the only rational course.