Atlassian’s new release of Portfolio for JIRA features real-time portfolio planning. Team work is automatically synchronized with the release plan by pulling team and project data from JIRA into the product portfolio plan.
People are used to making plans and taking decisions using estimates, even though they are often not so good in estimation says Gil Zilberfeld. The #NoEstimates movement explores alternatives for estimation. At the Agile Testing Days 2015 Zilberfeld will do a workshop on Planning with #NoEstimates. InfoQ will be covering this conference with write-ups, Q&As and articles.
Nexus is a framework for developing and sustaining large software development projects. The Nexus Guide can be used next to the Scrum Guide to scale Scrum and support the integrated effort of multiple software development teams.
Product backlog refinement is a practice in which product backlog items are split and often re- estimated. This post is based on user story splitting and re-estimations.
InfoQ did an interview with Menno Vis, IT director of bol.com, about the benefits of increasing agility, how bol.com deploys Scrum, using roadmaps with agile, the challenges that have been faced when scaling agile, the main focus area's at bol.com for agile scaling, establishing loosely coupled teams, and the things that bol.com does for their people to have fun while doing their work.
InfoQ interviewed Jan van Moll about regulatory demands for software in healthcare, satisfying these demands with waterfall project or with a mix of waterfall and agile, and introducing agile in an R&D organization that needs to fulfill regulatory demands.
Vasco Duarte suggests that people should experiment with #NoEstimates to learn and find ways in which it can help them to deliver value on time and under budget. He is writing a book on #NoEstimates in which he explains why estimation does not work and how you can use #NoEstimates to manage projects.
InfoQ did an interview with Gil Zilberfeld about better ways to do product planning and tracking, his thoughts about #noestimates, including value in product planning discussions, and how to improve decision making in product development.
Joshua Arnold facilitated a workshop about Cost of Delay at the Lean Kanban France 2014 conference. InfoQ did an interview with Arnold in which he talks about the cost of delay: what it is, why it matters, the importance of quantifying it and some tips for getting started.
Scott Sehlhorst, product management and strategy consultant describes two views of the product roadmap.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
When organizations decide to scale agile they can be looking for agile ways to define strategies, manage direction and sustain alignment. Deploying and stay aligned, is today's challenge said Pierre Neis. At the Lean Kanban France 2014 conference Pierre showed how using Hoshin Kanri has helped global players in their lean agile transition.
Management can get the feeling of losing control when their enterprise adopts agile and starts deploying self-organizing teams. Procedures, review boards and consultation bodies can become superfluous when switching to an agile approach, but they may not realize that, says Marcel Heijmans. Trying to regain control with additional planning can make things worse, causing "death by planning".
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.