The definition of done (DoD) is one of the most important and least-understood elements of the Scrum Framework. It is specifically called out in “The Scrum Guide” in what is probably its biggest section, and yet, I’ve seen so-called ‘definitions’ of Scrum that fail to mention it at all.
In this post, we’ll be talking about why, exactly, the DoD is so important. Read More
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role. This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different. If anything, the Product Owner role is most closely aligned with the Project Manager role.
Servant leader, coach, and facilitator. Learn more about a Scrum Master’s essential role
The Scrum Master fills an essential role on the team by acting as the team’s servant leader, coach, and facilitator. They are the individuals that drive the process, facilitate the ceremonies, remove impediments, and protect the team from distractions so they can focus on delivering value within their timeboxes. These individuals are responsible for enabling the team and enforcing the values and practices that the team and the organisation have made commitments around. The Scrum Master is a leader, not a functional manager, and is responsible for ensuring that the Scrum team is able to run at maximum efficiency and to coach stakeholders, Product Owners and the team on all things agile. Read More
Apps have become a fundamental interface between brands, businesses and consumers, and in today’s lightning-paced app economy, customer loyalty is hard-won. Users are more savvy and informed than ever, and they recognise good and bad experiences when they see them. In this context, the ability to become agile and move with speed must be a core component of any organisation’s digital transformation strategy. Read More
For decades IT operations has often been viewed as something of a back-office technology function. But all this has changed. Now IT (including operations) is front and centre in helping organisations forge new business models and disrupt markets.
As a result, IT operations must adapt to support the application-driven business needs. A successful agile operations transformation boils down to three essential requirements – speed, quality and scale. Read More
Now Agile is sweeping the IT industry. That’s very good for end users and project teams! We just need to make sure we understand seven key facts about Agile so that we get maximum benefits from it. Read More
Corporate culture is one of those topics that gets written and talked about a good bit and with good reason. Implementing and maintaining an Agile culture and an Agile learning culture are both very challenging. Inside a learning culture employees have to be willing to keep up with what is new and how that newness impacts their performance and contribution to the bottom line. Similarly, companies need to make sure that they provide an atmosphere conducive to a faster pace of learning. Read More
A great article from the founder of Mountain Goat Software, Mike Cohn. Perhaps the most prevalent and persistent myth in agile is that a cross functional team is one on which each person possesses every skill necessary to complete the work.
This is simply not true.
A cross-functional team has members with a variety of skills, but that does not mean each member has all of the skills. Read More
Do you recognise this? You’re working for a while on something you like working on. It’s challenging work, but you know you can do it. You have lost track of time. Weren’t you supposed to eat 2 hours ago? And now that you mention it, you really need to go to the bathroom. You look at the clock and four hours have past since the last time you consciously noticed the time. You have been in flow. Read More