Articles on Scrum and Agile Project Management
Most of us do the exercise of rating team members every year even if we know that software is built by teams, not individuals. Moreoever, each individual needs to actively collaborate to produce quality software. This means that everyone on the team needs to take collective ownership and help each other, because the motive is not to be a hero but to build an end product of the utmost quality and predictability.
Principles from the Agile Manifesto have been used rapidly throughout industry on software development projects at first, and eventually into projects that are not software centric. This article focuses on the application of Scrum to enable stability for the execution of systems engineering (SE) activities at Boeing and the development of requisite systems engineering work products throughout the product development lifecycle.
Scrum focuses on maximizing Return on Investment (ROI), but it does not define how to manage and track costs to evaluate actual ROI against the vision. A cost measurement that integrates with Scrum would be an additional feedback tool. This article presents the adaptation of the Earned Value Management (EVM) approach to the Scrum framework. The result is called AgileEVM (Agile Earned Value Management) and is a simplified set of earned value calculations. From the values in Scrum, a release date estimate is derived using mean velocity. Using this equation, you can generate a similar equation with traditional EVM techniques, thus establishing the validity of using EVM with the Scrum framework. This technique was applied to two projects to validate the approach. This experience also helped to determine the utility of AgileEVM.
As Agile approaches are gaining acceptance in software development organization, this article discusses how Agile could impact the support and maintenance processes of existing mature products.
The adoption of Agile approaches has introduced new ways of thinking about Project Management, which impact Project Management Organizations in various ways. This paper divides the range of practices commonly found in Project Management Office (PMO) into Project Management, Program Management and Portfolio Management. It identifies how the introduction of Agile processes such as Scrum impacts the PMO.
Burn charts are a simple method to monitor work progress in Scrum. This article discusses the details of burn down and burn up charts: which units to measure, how to adapt to scope variations. He gives some guidelines on how to interpret burndown charts. He reminds that the chart should be objective and visible.
An Agile team reset occurs when an Agile team take a step back to review and relearn the foundation principles and practices of Scrum. Justin Hennessy presents in this article how he did it when a team he was coaching had successfully implemented the practices for Scrum but didn’t really understand the values or principles behind it.
Scrum Expert Copyright © 2009-2024 Martinig & Associates