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ScrumExpert.com: Scrum Knowledge for the ScrumMasters, Product Owners and Agile Developers
ScrumExpert.com: Scrum Knowledge for the ScrumMasters, Product Owners and Agile Developers

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We all know that Agile is sweeping the project management world. Or is it Lean? Lean Agile? Scrum? Kanban? Scrumagilean, maybe? Jon Terry discusses how these ideas relate to each other. How Lean principles provide the organizational framework to allow Agile to succeed beyond the team level. What the Kanban method really is. Hint: It’s not just an alternative to Scrum for maintenance teams. And how you can use the data that Kanban provides for dramatically better forecasting and continuous improvement.

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The Agile Coaching Canvas is a compact and illustrated guide that you can use to keep dreaming and help others to.

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I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. #noprojects means that if you need to run a project, you’ve already failed. By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.

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We all know the “Definition of Done” used in Scrum for items that should be potentially shippable to the customer at the end of the sprint. In his book Essential Scrum, Kenneth Rubin discusses the “Definition of Ready” that applies to product backlog items that should be ready to be developed before the start of the sprint. #scrum #agile

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In the context of software development, Kanban is an approach based on Lean that tries to limit waste and work in progress to the actual capacity of the software development team. The aim of Kanban is to create a context that balances capacity and demand through a value stream. Thus the work is not “pushed” to developers by project managers, but “pulled” by the development team according to priorities. Kanban is the Japanese word for visual card and visualizing the current situation is very important in Kanban. If collocated teams can use simple dashboards and cards to track the work in progress, this is not the same for large or distributed Kanban teams that need to use tools.

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This talk presents a method for Agile product planning and analysis with application examples. Discover to deliver is a method was recently published by Ellen Gottesdiener and Mary Gorman, recognized experts in Agile requirements management and collaboration. 

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The Agile Coaching Canvas is a compact and illustrated guide that you can use to keep dreaming and help others to.

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If the retrospectives are one of the main improvement tools for Agile teams, they can also be the subjects of improvement. In this article, Tom Monico explains how his team has adopted the starfish model to create a better retrospectives process where feedback is produced in real-time and not only at the end of a Scrum sprint. #retrospectives #scrum #agile

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This is story of how adopting Agile practices helped Olly Brand work remotely from Cornwall as part of a global team at IBM. Lessons learned on the journey adopting Agile. How to use Agile methods to deliver across different time zones, working in a global market place.

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Before we start working with a team, there is a change to be managed, planned and communicated, and that’s the change that you are about to begin when transforming the team into a high-performing sustainable team. A change that requires a lot of effort in time and money which, in my opinion, needs to be supported with a transition plan. But why do we need a plan to transform a team, isn’t it something that’s going to happen in an agile fashion, I mean iteration by iteration? Why should we care about planning changes, when playing the Scrum Master or Agile Coach role? Well in my personal opinion it depends, but I prefer to have a clear understanding about what’s motivating the stakeholders to invest resources in what I’ve called "the team’s transformation project". 
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