Inspired by NASA astronaut training for solving complex, evolving problems on the fly, the Chaos Lottery is one approach to testing the resilience of a Scrum team. This is a story about knowing what you should do, and finding you are still not quite doing it.
One of the trends associated with the Agile approach is the shift from “building the software right” to “building the right software”. This translates in putting more emphasis on collaborative product definition activities and quicker feedback. The Minimum Viable Product (MVP) is an approach that tries to elicit quick customer feedback while providing him with a working product. In his book Lean Inception, Paulo Caroli proposes a workshop-based recipe to build the MVP canvas.
Genuine agility is enormously effective in helping us achieve our dreams. The trouble is, Agile has grown into a complex tangle of roles and rituals, frameworks and tools, processes and certifications. We need a return to simplicity. Modern Agile is here to help.
Brewing Agile is a conference focused on Agile software development and Scrum project management that takes place in Gothenburg, Sweden. Besides the usual presentations, the conference offers also interactive workshops.
Do you find that user stories grow and multiply until you can’t fit them in your Scrum sprints? Are you struggling to see the big picture? Are you lost in user story hell? This presentation examines the OOPSI (Outcome, Output, Process, Scenarios, Inputs) technique and demonstrates how it accelerates delivery by ensuring that you are always working on the right thing and can see the bigger picture.
The Product Owner is a key component of Scrum teams as the role a major influence on software development projects. It is however not always possible for the Agile team to get access to a full-time qualified Product Owner. This is why Marcelo Leonetti discusses in this article some situations where a Product Owner proxy could help Scrum teams solve some problems.
So now that everyone and their dog is Agile, what has really changed? Are we really „delivering more value in less time“ as many agile approaches promise. What do we even mean by value? How do we know when we have delivered value? When we are “done” according to our “Definition of Done”, or when we can validate that a feature is being used by our customers?
Scrum Expert Copyright © 2009-2024 Martinig & Associates