They say there are three important characteristics of real estate: location, location and location. The same is true for scrum teams. Where scrum team’s members are located has a profound effect upon success and productivity. Agile advocates recommend collocation of a software development team and proximity to the customer.
This article “Scrum Roles – an Unsolvable Puzzle?” discusses the different roles in Scrum projects and how you can relate them to traditional project management roles.
Jens Østergaard gives an introduction to Scrum and talks about why is Scrum so hard. [youtube q3t8twm3aUk] Video producer: San Francisco Agile User Group
The Core Protocols are our ‘best practices’ for people, teams of people and organizations that want to get great results – all the time. They are ‘Core’ because they are foundational – they can be used by all teams, anywhere, even if you already have organizational patterns and best practices of your own. They are ‘Protocols’ because they name and prescribe ways that people can interact (behavior), predictably, like the ‘protocols’ followed in diplomacy.
One of the cornerstones of Scrum is the self-organizing team: one able to make decisions in relation to the target to which it has committed. “Coaching Scrum Teams” addresses how to form groups of individualists into cohesive teams, where the members support each other and make use of each other’s strengths.
So much of what is written about leadership is hogwash. There’s no recipe to follow. It starts with you and a belief in yourself. A belief in new possibilities. A belief in your abilities to make changes in the world, and an appreciation that you can’t do it all on your own: Leadership is a State of Mind
In his article “Effective Retrospectives & Reviews” Marco Mulder illustrates how Scrum teams can continuously improve by using a combination of their definition of done, working agreements and the product backlog.
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