We set out to transform the world of work with agile, yet we've heard the Scrum sprint cycle described as a “hamster wheel,” an endless conveyor belt of backlog and sprint reviews that developers cannot escape.
Nationwide Insurance had a "Scrummerfall" approach, with long, linear, upfront planning cycles that eventually fed work to agile delivery teams, only to then have the completed work languish in further waterfall steps toward deployment.
Continuous delivery is really about one thing: quickly responding to market changes. As with many teams, Shareen Gurley and Narasimha Yalamala's journey began with automation, which seemed never-ending.
In a scaled agile world of practitioners with diverse software development experience, how should leaders and coaches support teams' continuous improvement and ensure they are using best practices in engineering, ways of working, and culture?
While the Scrum product owner is arguably the most crucial role within agile teams, we often hear horror stories about POs who aren’t available to their teams, change their minds incessantly on business priorities, or ignore quality requirements and technical debt.
Do you need to lead a project but have no level of authority? Is this the first time leading a project, but not sure where to start? Are you interested in potentially being a leader, but wondering what it takes?