You can do better than subscribing to the slam that you only know an Agile project is complete when the budget is gone. After some initial assumptions, you can determine estimated duration and cost of your project within a couple iterations — an estimate that becomes more accurate as velocity is established.
Andrew Stellman and Jenny Greene (authors of Head First PMP and Beautiful Teams) discuss bridging the gap between traditional and Agile methods … why outstanding results depend on more than best practices … making decisions at the latest responsible moment … and their 2013 prep guide for PMI agile certification. [26:05]
Dan Greening explores the challenges of scaling Agile and Scrum concepts beyond the team level to project portfolios with executive involvement. Along the way, he discusses forecasting beyond sprints, commitments vs. lies, dashboard heresy, waterfall compatibility and failing safely, among other thought-provoking ideas. [Part 3: 26 min.]
Even in a tough economic climate, small-business owners and executives can build stronger companies through commitment to the tenets of Scrum, which include creating a culture of learning, embracing prioritization at the organizational and team levels, and seeking out feedback loops.
Dan Greening discusses the experimental mindset of an Agile-run project, how a Scrum Master is like a scientist (making hypotheses, testing and learning from the results), and why fear of failure can doom it. He also touches on the concept of Shu-Ha-Ri, stages of mastery that can apply to learning Scrum. [Part 2: 24 min.]
Dan Greening of EvolveBeyond discusses spreading agile approaches beyond individual teams to the enterprise level where potential benefits and challenges multiply. In the realm of project portfolio management, decision-making roles can include a Chief Product Owner and Enterprise ScrumMaster. [Part 1: 23 min.]
Many project managers are making the transition to ScrumMaster, but problems arise when old behaviors and work patterns are brought to the new role. Here are some common issues that organizations face when their new ScrumMasters do not fully understand the subtleties of the Servant Leader function.
Observing signs of boredom from his team during standups, a ScrumMaster developed a custom sprint retrospective technique to address the problem. The four-step activity helps to identify long, repetitive tasks that can be shortened, automated or entirely eliminated to keep developers engaged and focused on more meaningful work.
The conversation continues with Agile trainer and author Kenny Rubin: his thoughts on the state of the Scrum Alliance … why ScrumMaster certification is only a start … his ongoing comparative survey project with Mike Cohn … embracing Agile across the value chain … and more. [19:00]
Kenny Rubin has been using Scrum since 2000. Along the way, he has implemented Scrum at large companies and startups, served as the Scrum Alliance’s first managing director, and trained over 18,000 people. Here, Rubin discusses the evolution of Scrum, his new book, and why Agile teams are like a flock of geese. [19:45]