Laszlo Szalvay and Charlie Rudd of SolutionsIQ discuss the state of scaling Agile and Scrum principles on the enterprise level, including the challenges of intergrating the work of multiple teams on larger programs and portfolios. [30:48]
If practicing Agile transforms how we work, non-violent communication is a framework to transform how we interact with each other in the workplace. Juan Banda, scrum master, coach and retired martial artist, shares his thoughts on non-violent communication, and how its principles have influenced his work with scrum teams. [22:18]
Just as all projects are different, their main information radiator, the humble task board, should reflect their different characters and requirements. Here is an anatomical tour of my current team’s task board in the hope that it may spark ideas for other Agile teams.
Scrum has been at the forefront of a revolution in how software is developed and deployed. Who is using it? How? And why? In this exclusive 48-page report from ProjectsAtWork, Scrum Alliance and ProjectManagement.com, 500 professionals share their answers.
Just as agile teams strive to continuously improve, they should also continuously seek opportunities to reduce wasteful activities. A good start is creating visual representations of a team’s total wasted time over the course of several sprints as well as its time invested in improvements.
Are your project retrospectives getting a bit stale, diluting their effectiveness? Keeping retrospectives fresh for your team requires diligence on your part, but the rewards from continuous improvement are worth it. Here are three fun, simple retrospective techniques that can help get your teams re-engaged.
Scenarios and storyboards are great tools to describe how users interact with a product. They also complement user stories by helping to explore risk, discover new user stories, and capture the relationship between stories. Here is a primer on what these tools are, and how they can be used in an agile context.
How can your team accurately predict and communicate meaningful delivery timelines when it is constantly fielding changes from the multiple business units it serves? Here is a detailed look at how one Scrum-centered team used a four-step approach to estimate timelines for work far into the future.
Stephen Denning, author of “The Leader’s Guide to Radical Management” and thought leader on innovation and organizational storytelling, recently joined the Scrum Alliance board of directors. Here, he discusses what drew him to Agile thinking and his efforts to bring the spirit of Scrum to new environments and to make it more resilient, scalable and sustainable. [15:15]
In the quest for continuous team improvement, identifying corrective actions through retrospectives is only the first step. Those actions need to be agreed upon by the team, made visible and tracked by the Scrum Master, revisited at the next retrospective, and celebrated upon successful implementation.