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.
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.
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.
This case study serves as an example of how adopting agile can be extremely beneficial to an organization, as long as situational factors are considered. Adopting a new development method is a strategic, long-term investment rather than a quick fix. As this article shows, making deliberate, fully formed decisions will ultimately lead to better outcomes.
If you’ve ever worked on a development project, you know you can never be that sure that everything will be completed on deadline. By prioritizing actively, you can change success from something binary—either we make it or we don’t—into something more gradual. By doing this, you increase the chance of succeeding in delivering something. If you prioritize really well, that something may even turn out to be far more valuable than anything you penned down in your initial plan.
Joanne Perold writes that you cannot just look at the numbers; the context behind the data is often far more valuable. Metrics can tell a compelling story or provide meaningful information to anyone who wants to pay attention, but when the focus is only on the number, it can be a disaster.