Many agile practitioners recommend re-estimating stories at the beginning of each iteration to increase accuracy. Adrian Wible, however, argues that re-estimating stories within an iteration planning meeting actually distorts results and decreases predictability. See if you need to rethink your planning procedures.
Some believe that an overarching organizational and governance model to structure operations in agile environments is needed. An agile project management organization can act as an aggregator and evaluator of agile project data metrics to help leaders track performance for improved value delivery.
Testers who analyze quality in every aspect of the team’s deliverables also have a responsibility to mitigate risks and practical issues that are bound to come up, and help the team succeed in their product as well as at being agile. Here are five such issues that testers can help the team alleviate or avoid.
If you really want to get the benefit of Scrum, you have to make the mind shift to product ownership, not project management or project ownership. The product owner role is often thought of as being a requirements specifier, when in fact a good product owner is a value maximizer, and a great product owner is a product maximizer.
The daily standup, or daily scrum, is a short meeting the team uses to briefly communicate work commitments with each other. Dick Carlson answers some questions that agile teams, management, stakeholders, and those who are thinking about transitioning to agile commonly have about these daily standup meetings.
Some teams only work with stories, but it can be difficult for a team new to agile to write stories that are easy to understand and provide value every time. An alternative is to add epics and tasks. Understanding the differences between each level and knowing what size story to use for each situation will improve the accuracy of your sprint planning.
As agile principles and practices receive greater organizational exposure, business teams are embracing certain aspects of agility that were traditionally reserved for technology teams. This article details the experiences of a group of people with business roles who have adopted some agile methods and how their teams have benefitted.
One of the twelve principles behind the Agile Manifesto is “Simplicity—the art of maximizing the amount of work not done—is essential.” Why is this principle called an art, while the others aren’t? And why should we maximize the amount of work "not" done? This article analyzes the importance of simplicity in agile projects.
A good key indicator for measuring how well your agile team is performing is the burndown chart. It’s a simple concept—as time passes, the amount of work to do decreases. Of course, there will be days when progress is not as expected or tasks end up larger than originally estimated. A burndown can help your team reset and keep stakeholders in the loop.
As real and daunting as scheduling pressures can be, they have to be balanced with the consequences of a potentially disastrous premature go-live. Don’t let all the reasons a system simply "must" be implemented by a target date overwhelm compelling evidence that it is not ready. Consider these eight questions honestly first.