The default use of an “estimate-driven” approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate.
Is hiring for an Agile team (team member, scrummaster or product owner) different than hiring for a software development organization that follows another approach? Scrum.org and McKinsey & Company have recently published the results of a joint study exploring the values and traits that make agile teams successful. The goal of this document is to help and guide organizations with concepts and ways to better recruit and coach their teams.
Large-scale Agile and Scrum transformations are in fashion and senior leadership want their enterprises across the land to “be Agile” or at least be seen to “be Agile”. But what does that mean? What are the risks? What does that cost? Agile transformation is an organizational change that is often assumed to be something much less significant or wide-reaching than it actually is.
Agile Alliance has announced that it will be the host sponsor of Agile India 2019, the largest international premier conference on Agile and Lean Software Development methods in Asia. The annual event, scheduled for March 17 – 24 in Bengaluru, India, brings together Executives, Managers, Developers, Consultants, Product Owners, Business Analysts, Testers, Usability and Product Designers, Academics, and more to learn from world-class experts and practice their craft together.
Agile and documentation are not two words that are often associated in articles or blog posts. Scrum teams have however to find alternate ways to spread the knowledge among their member. In this article, Viktor Cessan explains how he uses an exercise named History Lines to share knowledge in Agile teams.
To achieve true business agility, leaders must not only grow and support self-reliant, cross-functional, self-organizing Scrum teams, they must also change the way their organizations fund and oversee their agile initiatives. They must believe in feedback and allow that feedback to work. However, old measures like “on time” and “within budget” are not useful when markets and customers are constantly changing, potentially resulting in delivering great solutions to problems that no longer exist.
Fifty Quick Ideas to Improve your User Stories is another book from Gojko Adzic, a consultant and author that already produced some very good books on Agile requirements like Impact Mapping and Specification by Example. It goal is to help people involved with Agile requirements to improve their discussion with the stakeholders and the planning activities associated with user stories. This is clearly not a book for beginners on how to write user stories.
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