Distributing Scrum projects isn’t easy. Agile values encourage face-to-face communication and frequent feedback between team members. But for those who seek the benefits of Agile – frequent releases, less waste, high emphasis on value – on larger, more complex projects, this video presents some technical practices that help retain the spirit of co-location in a distributed environment.
The metaphor of technical debt is widely used in software project management in general and especially Scrum. This article written by Philippe Kruchten, Robert L. Nord and Ipek Ozkaya try to put this concept in perspective, discussing how it has become somewhat diluted lately with its extension to other areas than code or its associations with tools like static code analyzers.
The Agile Atlas is a web site supported by the Scrum Alliance which is an information resource for Scrum and Agile practitioners. The purpose of this site is to provide an “encyclopedia” of information about Agile and related methods.
Sprint lengths should be chosen in relation to project duration; however, they should never be longer than four weeks. Consider a three-month project. If it has four-week sprints, the stakeholders will only get to participate in two demos before the project is released. This is not enough feedback to mitigate the risks. Shorter sprint lengths are a necessity.
Collaboration Games from the Growing Agile Toolbox is a free e-book written by Karen Greaves and Samantha Laing that proposes ten games to build collaboration in Agile teams.
Absent ScrumMaster, poorly defined requirements, inexperienced team, absent product owner, impossible goals. Sometimes things can go wrong even in projects that use an Agile approach like Scrum. The main issues are absent product owner or ScrumMaster, an inexperienced team, poorly defined requirements or impossible goals. In this article, Avelino Ferreira Gomes Filho shares some of his experience as a replacing ScrumMaster in troublesome Scrum projects.
In 10 years since the signing of the Agile Manifesto we’ve seen some notable successes, half-way efforts, fragile, scrum-but and just plain #FAIL. We tried to adopt agile methods to solve all types of problems, and many of those problems persist. What are the most common failure modes? How can organizations avoid falling into those failing patterns?
Scrum Expert Copyright © 2009-2024 Martinig & Associates