Introducing Scrum in organizations is not always easy as there is always resistance to change. This article presents the implementation of an hybrid approach to make the transition to Scrum easier in a German context. After having identified the lack of requirements documentation as an obstacle to Scrum adoption, the author proposes different workarounds that allow to minimize this fear. Even if there is a risk that teams might stick with the hybrid approach, he considers that this is a valid alternative to the “total Scrum” adoption road and that this is the challenge of Scrum consultants to bring the teams to the next level.
In this blog post, Pawel Brodzinski discusses the problem of the Product Role in Scrum teams. It is not always possible of having a client representative working closely with a project team. So the team should sometimes find other ways to get answer questions about the product and fill the product ownership activity. His conclusion is that knowing what is important to build is the essence of product ownership. A good Product Owner is only one way to achieve this objective.
Epics are used to get a bigger picture of user stories, but we need another level of abstraction. We need to bring together the various Epics that describe how our solution will evolve to its final endpoint, and how different functional teams and specialists will interact.
This article describes a Lean and Scalable Requirements Information Model that extends the basic team‐based agile requirements practices to the needs of the largest, lean‐thinking software enterprise. While fully scalable to all levels of the project, program and portfolio levels, the foundation of the model is a quintessentially lean and agile subset in support of the agile project teams that write and test all the code.
Fast turnaround in agile projects requires the specifications and testing processes to fit into to short iterations, which is a challenge for many teams when they start out with agile development.
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.
This article explores some of the principles of agile interactions of Scrum teams. More specifically, it focuses on those interactions necessary to discovering and elaborating requirements within the context of the Scrum framework.