skip to main |
skip to sidebar
Control ChaosScrumBut
Many organizations have adopted Scrum. However, when they use Scrum, they run into ScrumButs. ScrumButs are reasons why they can’t take full advantage of Scrum to solve the problems and realize the benefits An example ScrumBut is (The Daily Scrum meetings are too much overhead) (because the team members don’t need to meet so often) (so we only have them once a week, unless we need them more often)
.In this limited attendance workshop (10 maximum), people who are accumulating ScrumButs will work with Ken Schwaber and other selected Scrum guru’s. They will identify their highest priority ScrumButs and learn how to systematically address and resolve them. While doing so, the attendees will learn how to assess the impact of a ScrumBut on the organization and quantify its damage. Attendees will also learn how to turn ScrumButs into actionable user stories that can be resolved using Scrum.
Attendees are expected to bring some of their highest impact ScrumButs to the workshop. Several will be worked on, including identifying how they were identified by Scrum, measuring their impact, and creating plans and techniques for resolving them. War stories of what these ScrumButs have done to other organizations will be shared. At the conclusion of the workshop, attendees will know how to identify, write-up, and resolve ScrumButs.
scrum primer - Google SearchTHE SCRUM PRIMER
Scrum Methodology & Agile Scrum MethodologiesThe Scrum methodology of agile software development marks a dramatic departure from waterfall management. In fact, Scrum and other agile processes were inspired by its shortcomings. The Scrum methodology emphasizes communication and collaboration, functioning software, and the flexibility to adapt to emerging business realities — all attributes that suffer in the rigidly ordered waterfall paradigm.
InfoQ: Jeff Sutherland on Scrum and Not-ScrumJeff Sutherland on Scrum and Not-Scrum
Interview with Jeff Sutherland on Oct 24, 2007 07:26 AM
Scrum BreakfastMost provocative was his proposal to modify the 3 questions of the daily Scrum:
1. What did I finish since yesterday's meeting?
2. What was particularly helpful?
3. What will I finish by the next meeting?
4. What do I need in addition or differently to accomplish that goal?
5. When was that help available previously?
A short version of the presentation is available for download. More information is available from www.korn.ch. Pictures are available on flickr (Thank you Marcello for finding a camera and taking the pics!)
Scrum Log Jeff Sutherland: What to do when Sales guys are Waterholics ...What to do when Sales guys are Waterholics ...
Here is today's best question in my long list of emails. The Sales guys don't want Scrum in a company because they think they can't commit to the customer to close deals.
A ScrumMaster's Checklist | DanubeA ScrumMaster's Checklist
Submitted by MichaelJames on August 13, 2007 - 5:09am.
An adequate ScrumMaster can handle two or three teams at a time. If you're content to limit your role to organizing meetings, enforcing timeboxes, and responding to the impediments people explicitly report, you can get by with part time attention to this role. The team will probably still exceed the baseline, pre-Scrum expectation at your organization, and probably nothing catastrophic will happen.
But if you can envision a hyperproductive team -- a team that has a great time accomplishing things no one else can -- consider being a great ScrumMaster.
A great ScrumMaster can handle one team at a time.
We recommend one dedicated ScrumMaster per team of about seven, especially when starting out.
If you haven't discovered all the work there is to do, tune in to your Product Owner, your team, your team's engineering practices, and the organization outside your team. While there's no single prescription, I've outlined some things I've seen ScrumMasters overlook.
Scrum Alliance - Being an Effective Product OwnerBeing an Effective Product Owner
by Roman Pichler | 23 Apr 2007
Related Articles
* Leadership Reading List by Bob Schatz, Bill Wake, Alan Shalloway, Tom Mellor
* The Manager's Role in Agile by Lyssa Adkins, Michael Spayd
* Two Tips to Help Product Owners with Release Planning by Lyssa Adkins
More Related Articles…
Tags: Scrum Roles | product owner
When I met Paul, a first-time product owner on a new project, the first thing he asked me was, “What do I really have to do and how much time will it require?” Even though Paul had attended a Scrum introduction a few weeks back, he wanted to double check his responsibilities. He was worried about the time commitment he had to make and the support he would get from his boss.
Helping product owners like Paul getting started is rather the norm for me. In most organizations that I have worked with, product owners are strapped for time, are often not aware of their responsibilities, and are unsure how they should best transition into their new role. Sadly, I have also met many product owners on Scrum projects who resembled more a business sponsor briefly stopping by at the sprint planning and review meeting or an on-site customer interacting more frequently with the team but leaving it to the ScrumMaster to guide the team.
Scrum Alliance - Being an Effective Product OwnerBeing an Effective Product Owner
by Roman Pichler | 23 Apr 2007
Related Articles
* Leadership Reading List by Bob Schatz, Bill Wake, Alan Shalloway, Tom Mellor
* The Manager's Role in Agile by Lyssa Adkins, Michael Spayd
* Two Tips to Help Product Owners with Release Planning by Lyssa Adkins
More Related Articles…
Tags: Scrum Roles | product owner
When I met Paul, a first-time product owner on a new project, the first thing he asked me was, “What do I really have to do and how much time will it require?” Even though Paul had attended a Scrum introduction a few weeks back, he wanted to double check his responsibilities. He was worried about the time commitment he had to make and the support he would get from his boss.
Helping product owners like Paul getting started is rather the norm for me. In most organizations that I have worked with, product owners are strapped for time, are often not aware of their responsibilities, and are unsure how they should best transition into their new role. Sadly, I have also met many product owners on Scrum projects who resembled more a business sponsor briefly stopping by at the sprint planning and review meeting or an on-site customer interacting more frequently with the team but leaving it to the ScrumMaster to guide the team.
scrum product owner checklist - Google SearchScrum checklist.mmap
Henrik Kniberg's blogHenrik Kniberg's blog
Lean and Agile software development
InfoQ: Scrum and XP from the Trenches
Posted by Henrik Kniberg on Jun 27, 2007 01:18 PM
The tricky part to agile software development is that there is no manual telling you exactly how to do it. You have to experiment and continuously adapt the process until it suits your specific situation.
