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]
Processes, even agile ones, can become complex and unwieldy over time. Here, the manager of project management and methodology at Cars.com shares a tip for testing the simplicity of your Agile framework with a team of interns. It’s also useful for identifying good candidates to join a collaborative culture.
New site is a partnership with Scrum Alliance, offering members job-posting and resume services.
There were advantages to being an active software developer functioning as a part-time Scrum Master, but they were outweighed by the conflicts. I’ve come to believe that the Scrum Master role requires a dedicated, full-time person in order to effectively serve as the unbiased glue that holds the team and the Product Owner together.
The different roles of Scrum Masters, coaches, trainers, consultants and, yes, project managers are often confusing to organizations transforming from traditional to Agile practices. Let’s take a closer look at these titles and how their responsibilities compare to one another in an emerging agile environment.
Dave Prior interviews Howard Sublett, “senior cat herder” for agile BigVisible, where he is responsible for identifying coaching talent. Here, they discuss what it takes to lead an agile transformation, including adapting to different environments, learning from failures, where the project manager fits in, and moving from “scrum-but” to “scrum-and.” [20:40]
In the midst of sprint planning, it can be a challenge to keep track of when your team has reached its forecast capacity. Here is a simple technique that provides a visual representation of the planned stories versus the total time available in a sprint, keeping everyone from Scrum Master to Product Owner to team members in the loop.
Dave Prior interviews Mitch Lacey, author of The Scrum Field Guide, which offers practical advice to teams getting started with Scrum. Here, Mitch shares some real-world experiences that shaped the book’s 30 chapters, which cover everything from defining roles to setting priorities, determing velocity, choosing a sprint length and conducting reviews. [19:16]
Agile projects incorporate a number of techniques that are not easily transferable to traditional waterfall projects. One technique is the estimation of the size of user stories with abstract story points, and the use of story points to determine how much work can be completed in an iteration.