Professional Scrum Trainer Gunther Verheyen looks at how numerous organizations worldwide have adopted Scrum to become more agile. Many of them have engaged in endeavors to scale their product development done through Scrum. None of these efforts are easy, and each effort faces specific challenges.
If you have seen the TV documentary series Hoarders which depicted the real-life struggles of people who suffer from compulsive hoarding. Some victims suffered so severely that they were often drowning within their own filth.
The proliferation of scaling frameworks shows there are real challenges in scaling agility, and the solutions don’t seem to involve inventing yet more frameworks or formal processes. So then, why is it so hard to find success in agility at scale?
Father's Day offered an annual moment for me to reflect on the journey of a humble and influential man whose life was tragically cut short in 2002 - my Dad. Although it has been a number of years since his passing, he continues to shape my mind
Recently discussing design and programming with an external programmer, he explained me his approach of defensive programming.
But before going in detail of his explanations, Wikipedia help us to define the defensive programming:
Scaled Professional Scrum is based on unit of development called a Nexus. The Nexus consists of up to 10 Scrum teams, the number depending on how well the code and design are structured, the domains understood, and the people organized.
I’ve been witness to the start of hundreds of teams and projects. There’s a point at which, during the launch of a new team even before the first Sprint, I can tell with fair certainty whether the team will be successful or not.
n this session, we examine some common and not- so-common metrics before introducing how we can use them as a guide for continuously measuring business goals, aligning them with software development efforts, and then deciding what to do next.
To imbibe Agility in an organization which is a state of high responsiveness, speed, and adaptiveness organizations should promote a new organizational culture of openness, transparency, respect for people, constant learning, improving, and constant ad
Years ago I was complimented on “improving the group dynamic” by bringing in a cafetiere for the my agile team to use. We developed a bit of a ritual around this object. One person had made it clear that the kettle needed to be left to cool so the co
Are you a Manager that believes in the power of Scrum? There is a difference between thinking, believing and knowing. Don't miss out on a huge opportunity to become the next market leader in your space.
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.
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.