A scrum team’s definition of done helps them continuously add value to the product and avoid backsliding or breaking things. When a product meets the definition of done, new value is available and the stakeholders can access the value whenever they choose. One way to think about the definition of done, is as a checklist that helps us guarantee the quality of the product.
Read the full article…
The Satir Change Model has been a valuable tool in my scrum coaching toolbox for nearly 15 years. Read the full article…
Scaling scrum is all the rage. People love to debate the merits of the various scaling frameworks: LeSS, SAFe, Nexus, Scrum@Scale, Disciplined Agile, FAST Agile, Spotify’s approach, and others. The underlying assumption is that the way to scale up value production is by increasing the number of people and teams. More people and teams can get more done, right? Perhaps, but there are significant costs to scaling up headcount, and alternative ways to scale up value production.
Read the full article…
This page is old. Checkout the best list of agile conferences on the web.
I recommend conferences and MeetUps as a great way to learn, network, and earn Scrum Educational Units (SEUs). This past year was challenging for such events. Many were cancelled. Some managed to inspect and adapt, moving online.
I’m pleased to share our 2021 list of agile, and agile adjacent, conferences. It’s the largest list we’ve ever published.
A product owner recently asked if it was okay to want more velocity from their team. Their team usually completed product backlog items (stories) that totaled about 180 points every sprint. The product owner thought: if my team could increase velocity to 200 points every sprint, that would be better.
I think it’s very much a part of the human condition to always want more. However, I’m not sure velocity is what you want more of.
Read the full article…
Scrum teams are expensive. Salaries and the other costs of maintaining a team represent a significant investment. A well run sprint review can dramatically improve the return your organization gets on this investment (ROI). Sadly, sprint review is widely misunderstood, and poorly implemented. The result is wasted time and lost opportunity. Let’s explore how to unlock the value of sprint review.
Read the full article…
Relative estimation, using story points, has proven itself superior to traditional time-guessing approaches. Common approaches to creating story point estimates, notably planning poker, aren’t great at getting the whole team involved in the conversation. Usually, only the outliers participate. This article describes a better approach, which we have been using with our clients for years.
Read the full article…
I have been assigned as the PO to a non-development scrum team for product marketing. After one week of work, we have delivered only 2 banner ads from a team of 10 people. The problem seems to be the process of approvals, reviews, kickoffs, briefs, tickets etc that need to happen in order to deliver the work. How would you coach me to help everyone see that our current process could be improved?
My first recommendation is to address this in the team’s retrospective. As product owner, it’s appropriate for you to say you would like to see the team get more ads, or other product backlog items, done in a sprint. Be a bit careful though; it’s very easy for the team to hear that as you blaming them or thinking that they’re not working hard. From the tone of your question, I don’t think that’s where you are coming from, but still be aware they may interpret things that way.
In the retrospective, you might consider using the GROW model that I’ve been writing about recently. GROW is designed for coaching, but it’s also great for structuring a retrospective. It stands for: Goal, Reality, Options (and Obstacles), and Way Forward. It’s an arc that you, or the scrum master, might guide the team through.
Read the full article…
Agile coaches often encounter clients that are stuck. They know what they are doing isn’t working, yet they can’t find their way out of the dysfunctional cycle. At least, not alone. The coach’s job is to help their client:
GROW is a framework that a coach uses to guide their client through this process. The client might be an individual, team, or even a whole organization. GROW is an acronym for the stages of the coaching process: goal, reality, obstacles (and options), and the way forward (will do). Let’s walk through the stages of the model, in the context of Scrum.
I spend my working days helping companies use scrum and other agile practices to create healthier working environments and increased business value. Today, I found myself reflecting on the path that led here. Below is an abbreviated timeline of events in the evolution of scrum. I’ve included a few bits of my journey with scrum as well.
1970
Winston Royce publishes “Managing The Development Of Large Software Systems.” This paper is often cited as the origin of waterfall development. While Royce describes what became known as waterfall, he argues against it in the paper. He actually advocates for a more iterative, two pass approach, instead of the single pass of waterfall.