at release planning as a strawman and presented it to the team. “Can you do this? What do you think?”
Iteration planning: The team does iteration planning together, making sure every story is either small, medium, or large, where a large story can be done by the entire team in fewer than three days. The team makes sure they get every started story to done at the end of the iteration.
Daily commitment: The team does a daily checkin, not a standup. They timebox the checkin to 15 minutes. They ask these questions:
- What did you complete and with whom yesterday? (reinforces the idea that people work together)
- What are you working on and with whom today?
- What are your impediments?
The project manager who acts as a servant leader, not a command/controller manages the impediments.
The pilot project has two experienced agile people: the project manager and a developer. Both act as servant leaders.
Measurements: burnup charts, impediment charts
The pilot team has been together for six months now, and is successful. This is not Scrum. It’s not Kanban. It’s agile and it’s working. They are ready to start another project team, working by attraction.
(Want to learn to work more effectively on your geographically distributed team? Join Shane Hastie and me in a workshop April 17-18, 2012.)