File this one under: “how do you do Sprint Reviews when you have lots of teams?” Indeed, the traditional presentation format gets long, boring, and ineffective when you have more than a handful of teams presenting at a Sprint Review.
One of the favorite activities of HR departments seems to be herding people into teamwork trainings. In these trainings they will have endure learning about all sorts of ideas related to teamwork. Most of them with no scientific validity. Learning to give feedback to other team members has its sure place in sessions like these.
As people and organizations grow and mature their implementation of Scrum, they regularly check with us at Scrum.org about particular points of interest. Recently we have seen an increase in the need for help and inspiration in scaling Scrum and in ways to educate and assess Scrum practitioners.
In this webcast, Ravi Verma, Scrum expert, and founder of SmoothApps discusses self-managing teams, a fundamental element core to agile software delivery and any Scrum Team.
Young Jimmy is in 3rd grade. He's constructed an immaculate paper-mâché volcano. It took every spare minute of the last to weeks to make. His mom carefully loads it in the back of the minivan.
If I had a penny for every minute I sat in a meeting where teams argued about what was and was not “Agile” I would be a gazillionaire by now. Sometimes, the most vocal and dominant voices are the least aware of the fundamentals of Agile.
A team that I work with decided one day to improve the general mood in the team. A member of the team (David) bought the Snakes & Ladders board game for the team.
Setting up an enterprise-scale agile department with 200 developers working towards the same vision will ensure you are invited to speak at all of the most prestigious conferences, but is there a simpler solution?
Are you part of a Team in the workplace? Odds are the answer is "yes". Do you observe other Teams in your organization doing inspiring work and wonder how they do it?
As a leader, your own behavior has a profound effect on the effectiveness of Scrum in the workplace. Want to embody great leadership to elevate your organization's performance?
This is what you might know as the daily ‘stand up.’ It is the most abused, tortured and mistreated meeting in Scrum. Or not even Scrum. If nothing else, this is usually the part of Scrum that organizations adopt and keep. If they do nothing else t
In this webcast, David Dame shares strategies he has used for successfully implementing and integrating shared specialized resources (performance, UX), distributed teams, and balancing resourcing between new feature development and maintenance/escalation work.
One of the key foundations of helping your business become Agile is the use of empiricism. Empiricism is the scientific approach based on evidence, where any idea must be tested against observations, rather than intuition.
You know how when you see someone smile, you smile too? Or when you see someone crying, you feel their sadness. Well that’s because of an incredible phenomenon called mirror neurons.
When I first started doing Scrum I was focused on project delivery. As a software professional I wanted to find better ways of delivering customer value and Scrum made total sense to me.
Jeff Sutherland and I have helped hundreds of organizations scale their projects, enable their entire product development, and thread Scrum through their organizations. For sure, none of them were easy, and each had its own unique challenges.
I decided to conduct a Temperature Reading Sprint Retrospective after watching the video from one of the workshops of a famous American family therapist Virgi
People love stories. We love telling and listening to interesting stories. The need for this is embedded deeply by the nature. The first stories were told by our ancestors and can be seen in the preserved rock paintings.
I have found that coaching managers is a different approach than with Scrum teams. While you are (most of the time) involved directly with the Scrum Team as a Scrum Master, managers are less accessible.
On more than one occasion over the years, I have encountered software development teams that are working day and night on a "challenged" project - both waterfall *and* Scrum.
There is a fundamental change in management happening under out feet that is challenging the very need for strategy. Small changes are happening every day and in ten years’ time we won’t recognise management as we have thought of it in the past.
Your plan. It will change anyway.
Your detailed architecture. It should emerge.
Your code. It will be refactored.
Your document. It doesn’t compile anyway.
I work with a lot of companies to help them to improve their development processes and to either adopt Scrum or improve how they’re currently doing Scrum. Lately, I’ve noticed that a fair number of companies run into problems with a certain kind of pr
At Scrum.org, we sometimes dare to talk about our what we do as “bringing humanity to work.” Sometimes I get reminded this idea is more than hyperbole or aggrandizing.