The daily stand-up focuses on accomplishments and impediments. It should describe what was completed, and who needs help. If instead it’s treated as an update where generic information is recounted while developing problems are ignored or excuses offered, it will add no value to the project or team.
Retrospectives are a catalyst for continuous team improvement, providing a feedback loop to examine methods, teamwork and results. But holding monotonous retrospectives that don’t engage your team isn’t much better than holding none at all. So here are three more fresh techniques to keep things interesting.
David J. Anderson describes Kanban as “a method without methodology.” And while it supports Agile goals — making progress with imperfect information, building high-trust environments — Kanban’s greatest value lives in its evolutionary approach to improving how organizations get things done. Here’s an in-depth interview with the CEO of Lean-Kanban University, trainer and author of three books. [37:30]
Web project manager Sam Barnes, a favorite speaker at Digital PM, shares what he learned on the “dark side” when he became a client, taking bids from companies he once competed against. He also discusses the never-ending challenge of finding the right fit for each project amid innumerable methods and tools. [24:00]
Too many organizations do not understand that Agile itself is not a methodology; it’s a mindset. No wonder they are rarely successful using Agile. They’re chasing the benefits of Agile without differentiating between methods, or even considering when one approach might be better than another.
Hamid Shojaee, founder of Axosoft, is behind a popular series of YouTube videos on Scrum and Agile. Here he shares his thoughts on the recent Agile 2013 conference and current Agile trends, including productivity tools, Enterprise Agile and teams working Kanban into their Scrum practice. [17:30]
For various reasons, from travel to limited wall space, Scrum Masters may not be able to employ all the physical props and materials they have developed to engage their teams. But what in your Agile Kit could you absolutely not do without?
Scrum thought leader, author and trainer Mike Vizdos discusses what he is doing with collaborative co-working environments … the ongoing struggle to bring Agile to large enterprises … and a bunch of related side projects spanning Lean Startup, job boards and publishing. [27:00]
Choosing the right process to manage your projects is a decision that should be based on need, not rhetoric. What works in one organization might not be suitable for another, or it may require modification. Agile is no different. What is important is the success of the project, not how well it adheres to a specific approach.
The role of Product Owner, at once strategic and tactical, is misunderstood by many companies transitioning to Scrum or Agile approaches. The product owner serves as both organizational change agent and bridge between the business side and the project team. Here’s a basic primer on this indispensable role.