I’ve had this thought for a while now of demonstrating how can people and organizations deal with everyday situations and present an analysis of them based on my personal views, while some might find this judgmental, others may find this an interesting reflection of their behavior and explore alternatives.

For the sake of the following scenarios I will assume that we are discussing a Large Scale Scrum product, 6 feature teams, one product owner (That is you!)

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Effort estimation is atopic that keeps bothering our industry and unfortunately i don't think we were still able to "nail it". Perhaps we can't. Perhaps we don't need to. 
When working with my clients i keep getting questions about the topic, the following post is an unedited version of one of these questions.

I got an email from the CEO of one of my customers, he was inquiring about story point usage and i liked my response so much i decided to share it “as is” with the hope you will find this useful for understanding and explaining the concept.

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team_leader

The most frequent question I run into is “Being a scrum master requires so much,  how would I have time to also stay part of the team and develop?” or in other words “I am 50% scrum master and 50% team leader - how do I cope with that?” The answer for both questions is you probably won’t. 

Lately your VP R&D has noticed that something isn’t working.  Teams’  productivity and moral are low and product delivery is always late. Searching for a solution, he or she heard of the marvellous, universal remedy for failing software development projects called Agile,  and decides to implement it in Scrum flavour . Soon after, teams are transferred from being Component Teams to Feature Teams, and in addition, team leaders “lose” their title as managers and automatically are known to be Scrum Masters. In order to succeed in this transformation, the VP R&D even hires an Agile Consultant to help facilitate this recent change. 

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Team_Retrospective

The retrospective is probably one of the most important aspects of every agile implementation. In order to keep it helpful and valuable, i recommend that scrum masters and facilitators learn about different ways of conducting retrospectives and use different activities in their retrospectives, this helps in keeping this meeting interesting and fun which leads to more learning and creativity.

A customer i am working with just finished its “pilot” scrum project, to wrap up the pilot and share the learning we thought that it would be nice to have a summary retrospective.
This retrospective went really well, and in this post i will share the retrospective plan we used. Here we go.

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Theory_Broken_Build

"Eventually, they may even break into the building"

Starting 1985, and more intently after the election of Mr Rudy Giuliani as Mayer of New York, the hypothesis behind Broken window theory was implemented in an effort to reduce crime rate in the city. Most known elements of this initiative were "quality of life" and "zero tolerance".

"The broken windows theory is a criminological theory of the norm-setting and signaling effect of urban disorder and vandalism on additional crime and anti-social behavior. The theory states that maintaining and monitoring urban environments to prevent small crimes such as vandalism, public drinking and toll-jumping helps to create an atmosphere of order and lawfulness, thereby preventing more serious crimes from happening." Source: Wikipedia. Emphasis added.

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