InfoQ Homepage Scrum Content on InfoQ
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Book Review: The Scrum Field Guide
Mitch Lacey has written the book The Scrum Field Guide: Practical Advice for Your First Year in which he presents advice on how to implement many of the Scrum and XP practices. Shane Hastie from InfoQ reviewed the book and asked the author some questions about the approach. The publishers have made a sample chapter available for InfoQ readers.
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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.
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The Agile Project Manager — Voilà: The Great Reveal
Certified Scrum Master training tells us we must conduct Reviews (aka Demo's) at the end of every Sprint. Rarely do we get guidance on how to have a great Sprint Review. Bob Galen has experienced the bad "Demos" that were only Powerpoint and helped coach them to the level where stakeholders clamoured to attend.
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The Leadership Challenge
In projects that are implementing Scrum, the role of the Scrum Master is very crucial as he is a team facilitator. This article focuses on what is Servant Leadership, origins of servant leadership, how to transfer leadership to teams, the role of the Scrum Master as a Servant Leader and it expounds on the principal characteristics and traits of a Servant Leader.
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The Day I Became Unnecessary - Part 2
In the second of two articles Claudio Kerber talks about his experiences in team formation and collaboration and explains the process whereby he "became unnecessary" as the team he was working with built trust and cohesion through trust, shared knowledge and shared experiences. He examines the theoretical underpinnings and discusses ways in which servant leadership emerges.
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The Day I Became Unnecessary - Part 1
In the first of two articles Claudio Kerber talks about his experiences in team formation and collaboration and how empowerment, refinement and facilitation enable the free flow of knowledge and value across team members and how cohesion emerges in collaborative teams.
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Your Brain on Scrum
Status, Certainty, Autonomy, Relatedness, and Fairness are wired into the human brain. Michael de la Maza how the latest neuroscience findings support agile software development and that there are good brain-based reasons why agile is so effective.
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Organizational Culture and Agile: Does it fit?
Recently, Agile Coach Michael Sahota has been exploring the impacts of organizational culture on Agile transformations. We caught up with Michael and asked him to answer a few questions for our readers.
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Limiting Work in Progress and Scrum
Sean recounts the story of how he learned the value of limiting work in progress and removing blockages to allow the flow of work in an IT server lab, and how the lessons he learnt are now applied on Scrum teams doing software development.
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Interview: William E. Perry - Author iTeams – Putting the “I” Back Into Team
In his book, iTeams – Putting the “I” Back Into Team, author William E. Perry demolishes the cliché - "There is no ‘I’ in team." As Perry explains, the phrase is nonsense because it is the individual differences in team members that make teams great. In this interview, Ben Linders explores with the author the motivations for writing the book as well as some of the key thoughts.
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Agile at 10 – A State of Contradiction
Mike Beedle states that agile is in a state of contradiction, the agile of 10 years ago is now passé and we run the disk of diluting the real meaning of being agile through lip service implementations without focusing on quality. He echoes the call in the 10 Year Reunion meeting for a concerted focus on quality, and asks what an Agile Manifesto 2.0 should contain.
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Agile at the Office of Personnel Management
In its attempts to modernize retirement claims processing the Office of Personnel Management had several versions of this project cancelled. The most recent of which used "requirements, design, implement, and test cycles to develop the system. During the testing phases, serious issues became evident". In trying again the director said that they weren't going to repeat the mistakes of the past.