Bob Marshall explains the reason of failing of scrum master in most of the organizations as the lack of awareness on the part of adopting scrum and scrum master’s responsibility to tackle organizational dysfunction.
Agile software development is sometimes perceived as an undisciplined way of working. There are organizations which use that perception as an excuse to not adopt agile. According to others agile is actually a more disciplined approach than waterfall for software development. Let’s explore how discipline plays a role in agile and why discipline is considered important for agile to be successful.
Three of the organisations in the fractured Scrum community have jointly announced their collaboration and endorsement of the new ScrumGuides.org website as the official source of “The Scrum Guide, The Definitive Guide to Scrum: The Rules of the Game.”
The Scrum Turkey community have launched a program aimed at giving university graduates a deep experiential understanding of the Scrum framework. Going beyond just the two-day Scrum training this program requires participants to apply their knowledge and meet regularly with coaches to reinforce and expand their skills. The program is offered free to students and is supported by sponsorship.
Agile coaches often use a “hands-off” descriptive approach when coaching teams. The question is if such a coaching approach is always the best solution when teams are adopting agile? Would there be situations where prescriptive “hands-on” coaching could be more effective? How could you do it?
Adopting agile in organizations usually impacts the role and activities of project managers. Scrum offers the possibility for project managers to become Scrum masters or product owners. Project managers can also adopt their way of working and the things they do to work together with Scrum masters and agile teams.
Long working days, deadlines and team pressure can impact the quality of the software that agile teams deliver. What can we do to prevent that from happening and enable teams to improve the quality of their software? Some suggestions are to arrange for scope and deadline slack, adopt pull systems, and to make sure that people can slow down and get enough sleep.
Scrum meets management 3.0 , a talk presented by Arne Ahlander at Regional Scrum Gathering India 2014.
Regional Scrum Gathering India 2014- day 2 updates, talks , coaching clinic.
Regional Scrum Gathering India 2014 talks, games , thoughts.
This news covers the preconference workshops and CSP+Retreat on day 1 of Regional Scrum Gathering India 2014.
Developing and delivering products which customers don’t want and for which there is no market can be costly. Agile can help you to efficiently develop products, but you need to know what to build. How can you find out which products your customers need?
Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
Jan-Joost Bouwman and Mark Heistek, from ING Retail Banking Netherlands, presented at Devopsdays Amsterdam how a CMMI-ITIL organization transitioned to a more agile mindset. Somewhat unusually in this kind of sessions, ING presented quantitative evidence of the improvements, such as a marked increase in the number of changes deployed to production and a decrease of the risk value per change.
At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.