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  • Characteristics of a Great Scrum Team

    This article explores 'What makes a great Scrum team?' by offering detailed descriptions of the characteristics and skills needed in the Scrum roles of Product Owner, Scrum Master and Development Team.

  • Connect Agile Teams to Organizational Hierarchy: A Sociocratic Solution

    Many agile teams suffer from the mismatch of agile and organizational leadership with the latter being reflected by the organizational hierarchy. This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.

  • The Hierarchy of Needs

    What may be valuable to customers whom you do not even know in an unstructured and completely individualized market? This article suggests prioritizing your backlog using an enhanced quality model based on Maslow’s hierarchy of human needs. Search for most valuable features using the Need-Feature-Capability matrix and give those features highest priority in your backlog.

  • Using Large-Scale Scrum (LeSS) with Feature Teams to Ship Your Product Every Sprint

    An interview with Larman about LeSS and what makes it different from other scaling frameworks and using empirical process control to increase organizational agility. Larman also explained how organizations can work with feature teams, and gave examples of how teams and stakeholders can be in direct contact with their customers and users and can work together to ship their product every sprint.

  • How Agile Has Changed Test Management

    Agile methods have many traditional test management activities built into them. With desired agile team traits like self-organising, role blurring and skill diversification, the nature of test management is changing. We have to question whether the role of Test Manager should exist in effective agile organisations and how the activities which have long made up the role are divested?

  • Interview and Book Review: Scrum Shortcuts Without Cutting Corners

    "Scrum Shortcuts Without Cutting Corners" by Ilan Goldstein is a must read book that delivers real world examples on how to effectively implement and embed Agile in your team or organisation.

  • More Than LeSS

    While the agile community has come up with refreshingly new approaches to scale agile methods, these models still seem to fall short in addressing the organizational complexity around large projects. This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects.

  • DevOps @ Spotify

    This article is part of the “DevOps War Stories” series. Each month we hear what DevOps brings to a different organisation, we learn what worked and what didn’t, and chart the challenges faced during adoption. In this issue we learn how lessons learned from DevOps have permeated engineering management at Spotify. The result is a healthy Potlac with team leader, product owner, agile coach.

  • Interview and Book Review: Essential Scrum

    Essential Scrum by Kenny Rubin is a book about getting more out of Scrum. It’s an introduction to Scrum and its values, principles and practices, and a source of inspiration on how to apply it.

  • My Experience as a QA in Scrum

    The QA role in Scrum is much more than just writing test cases and reporting bugs. In this article, Priyanka Hasija shares her experiences and the valuable lessons learned over the past 2 years while serving as a QA analyst on a Scrum team. She explains how QAs not only perform agile tests but also fill many other roles and responsibilities, earning them a place of importance on the team.

  • Working with the Product Backlog

    Roman Pichler discusses the product backlog along with techniques for effectively grooming it. Complicated applications of the product backlog are covered as well as how to handle nonfunctional requirements and how to scale a product backlog for large projects. This is a chapter excerpt from Roman's book: Agile Product Management with Scrum.

  • How Product Management Must Change to Enable the Agile Enterprise

    When development teams adopt agile, product management is often caught off guard by the amount of work added to their already overflowing plate. Agile calls for new skills, and traditional staffing models do not typically accommodate the new product owner role. Given that most product managers are overworked, how can they manage these new activities to derive more value?

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