Lifecycle of User Stories
Henrik Larsson presents in this post the user stories lifecycle from their origin in a Minimum usable feature (MUF/MMF) to their validation by the product owner at the end of a Scrum sprint.
Knowledge
Articles, Blog Posts, Books and Quotes on Agile Project Management
A Checklist for a Distributed Retrospective
In this blog post, Marc Löffler shares a checklist of items and best practices that should facilitate the a successful retrospective for a distributed team. Even if virtual retrospectives are fine, he suggests that distributed team should meet personally on a regular basis, if possible every two retrospectives.
The Big Picture of Enterprise Agility
This article describes an emerging enterprise pattern for the successful implementation of software agility at the project team, program and portfolio level. It describes the new software development and delivery process mechanics, the new teams and organizational units, and some of the roles key individuals play in the new agile paradigm. In addition, the Big Picture highlights the requirements practices of the enterprise agile model, because they uniquely carry the value stream to the customer.
Uncompleted User Stories
In this blog post, Sten Johnsen discusses the impact of moving uncompleted user stories from one Scrum sprint to another. He focuses on the unfinished user stories, its impact on the team velocity and its influence on the ability of the team to change.
A Great ScrumMaster Can Handle One Team at a Time
“An adequate ScrumMaster can handle two or three teams at a time. If you’re content to limit your role to organizing meetings, enforcing timeboxes, and responding to the impediments people explicitly report, you can get by with part time attention to this role. The team will probably still exceed the baseline, pre-Scrum expectation at your organization, and probably nothing catastrophic will happen.
Full-time Scrum
in this blog post, John Piekos explains how the ScrumMaster and Product Owner roles in Scrum are much more demanding than the Project and Product Manager roles of traditional project approaches. With frequent “potentially shippable product increments”, he believes that full-time effort is required from all members in order to be successful.
Symptoms of Mechanical Agile
The five stories presented in this article, mostly based on real life, might help you see how Agile can become mechanical and what you should do about this. You will also learn some solutions that could help to solve all five symptoms. We need to allow people to act like people and not try to force them into a machine model that we have created for them.