ScrumMasters rely on observational skills, but does that mean we only use vision? What happens when we are all remote? Can we leverage other senses to “observe” how teams are surviving (or thriving)? We may not be able to sit together with our team for a long time, and it may never be the same due to the long-term effects of the coronavirus. What skills might we adapt or create for virtual teams? And, how can we still reflect back on the observations so the team can decide how to improve?
The Daily Standup (DSU) is a key ceremony in the Scrum Framework. When run effectively, it can ensure the Scrum team focuses on what’s important to meet the Sprint goal and commitment. When DSUs serve only as a status meeting, the value of the ceremony is lost.
This article presents the author's view of what you need to reflect on and consider changing when using Scrum based on the November 2020 update to the Scrum Guide. It lists the changes and clarifications that affect each team or role defined in the Scrum Guide.
Agile is iterative, encourages collaboration, and is always looking to improve processes. The most-read articles from 2020 show that software professionals were looking to improve their agile teams and workspace.
I would like to get some expert opinion on the following product environment in terms of story writing and story slicing. Suppose if we have an enterprise product and many clients would be onboarding to the product in different timelines of deadlines with customized extra features than the basic product. As many clients are getting onboarded with more unique customized features and the overlap is in place, the Product owners are getting challenges in writing the story which enriches the base product that fits our system and slicing the stories into smaller units that fit into the 2-week sprint for the clients. What would be your suggestion or approaches on these sort of situations to address the story writing and slicing challenges?
Sometimes a challenge can be turned into an opportunity. When our team learned that the business needed to pull their popular Product Owner to focus on another team, a sense of panic set in. There would be a job search that could and did take months. Who would help the team on their path to creating value in the interim? How would we operate? Over time, what seems to be a negative turn of events was turned upside down.
It's the perennial question: Is there a role for business analysts in an agile environment? It stems from the fact that the Scrum Guide defines only three roles on the team: the development team, the ScrumMaster, and the product owner. Business analysts often feel like they have to justify their role. But the BA provides significant value. Here are three main ways they can make a difference on an agile team.
The rapid rate of technological change is forcing enterprises to reinvent themselves and provide more flexible approaches, so agile transformations are key. However, knowing that agile is important is one thing, but the ability to properly implement the main principles, tools, and techniques of agile is another. Let’s explore time-tested agile principles that will help your organization build innovative products that customers love.