Traditionally, the project manager or ScrumMaster is responsible for evaluating a team's performance. But peer feedback, when each member of a team picks another member, observes him or her, and then shares thoughts and suggestions about that other team member’s work, can also be very valuable to continuous improvement.
People will ask, “Can you use agile outside software development? In real business, not just in software teams?” Most experienced agile practitioners will instinctively want to shout, “Yes! Of course!” But intuition apart, where is the evidence? Allan Kelly found some examples and shares how agile works in environments outside software.
Contrary to popular belief, agile projects require as much planning as any other project type. It is the timing of this planning and how we attempt to minimize wasted effort that is different from other approaches. This article attempts to explain the different levels of agile planning and how we utilize them in an ongoing project.
Agile pods are small custom agile teams, ranging from four to eight members, responsible for a single task, requirement, or part of the backlog. This organizational system is a step toward realizing the maximum potential of agile teams by involving members of different expertise and specialization, giving complete ownership and freedom, and expecting the best quality output.
A good product owner should be collaborative, responsible, authorized, committed, and knowledgeable. But what do you do if yours doesn’t exemplify these characteristics? This article aims to showcase mitigation plans that can be effective for overcoming Scrum violations due to the fact that you’re not working with a typical product owner.
Many engineering leaders and agile coaches believe that transitioning to agile is simply a matter of process training and expert advice. But frequently, it means that deeply ingrained habits need to be changed. This article identifies eight steps that address the wider organizational shifts implied by agile and will help create buy-in from your team.
ScrumMasters don't like to talk about their own troubles or failures, even though they say it’s good to fail. They don’t like to admit it happens to them, too. Sometimes it just creeps up. If you've started relaxing your Scrum principles and feel yourself slipping into ScrumBut, take hope: You and your team can recommit.
Introducing a full agile framework can be daunting and cumbersome. Instead, try beginning with the method's core focus: continuous improvement. Retrospectives are the starting point of your agile journey and can help you solve the most immediate problems in your process, leading you down the road of process improvement.
Program planners in IT organizations have a dilemma: On one hand, their agile teams tell them that if requirements are defined up front, agile teams cannot operate; but on the other hand, the program’s budget and scope need to be defined so that resources can be allocated and contracts can be written for the work. How does one reconcile these conflicting demands?
Prakash Pujar writes about his team's experience adopting some of the best agile practices to make their process extra lean and increase efficiency by increasing throughput—all without any change to the agile framework his team was following before and after. Here, he talks about some of the lean practices that worked for them.