Are there repeated patterns of failure on Enterprise Agile Enablement efforts? Does success at the team level always result in success at the organization level? Sanjiv Augustine and Arlen Bankston discuss the Seven Deadly Sins that organizations repeatedly make so you can steer clear of them and benefit from a successful Enterprise Agile Adoption.
The debate as to whether a ScrumMaster is a full-time or part-time role in an Agile teams has created a lot of discussion in the community in recent months. As a result, the community have developed a ScrumMaster Manifesto.
Tony Wong, a project management blackbelt, enumerates some practical points on individual procutivity. This article wonders how well these apply to software development and contrasts his list with that of other lists.
The CSM Certification from the Scrum Alliance is granted to individuals that participate in a two day certification course and complete a pass/pass (e.g. can’t be failed) test. The testing process will be changed in 2012 to include a pass/fail test, and a new Professional Development Unit (PDUs) program will be rolled out no later than January 2013 for CSM’s to maintain their certification.
Scrum defines just three roles, Product Owner, Scrum Master, and Team - not Manager. Pete Deemer explores the consequences for Managers, how the managerial role might be redefined (including a sample job description), and appointing the manager as Scrum Master.
This talk summarizes the results of 4 years of industry surveys concerning the adoption and effectiveness of agile techniques. Very often the reality is significantly different than the rhetoric presented in mailing lists, in articles, and even in books. Many myths or ideas around Agile are explored, and some are proven false and some confirmed to be true based on survey results.
In Agile, adoption and transformation are typically viewed as one big event. Mike Cottmeyer provides a holistic perspective that looks as adoption as the implementation of practices, and transformation along two dimensions, organizational and personal. Mike discusses how they are a means to an end, and how to avoid the trap of focusing on practice adoption as a goal.
Ten Years after the Agile Manifesto Jeff Sutherland muses the question of whether Agile teams are truly Agile. You’re not Agile if you’re not producing product at the end of each sprint. Jeff discusses doing scrum well, velocity and production measurements and the next big challenge for Agile leaders.
In this interview, Rachel expounds on the differences in role between a Coach and Scrum Master. Rachel drills down into what makes a good coach and provides her take on women in technology. David asks her about her take on Agile and if Agile has reached a 10-year half-life.
