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Category Archives: agile business
Do we need an Impediment List? Yes!
Yes, we need a public impediment list. Every Team does. Why? One argument against is that all impediments should be eliminated immediately. Yes, if this were possible, this should be done. But I think that assumes an incorrect view of what impediments are. Yes, it is true some impediments only appear from time to time. […]
Enabling Specifications
I recommend using the ‘Enabling Specification’ practice. This is NOT part of the bare framework of Scrum. But it is a frequently recommended practice. Typically recommended. This is: Just-enough, just-in-time documentation. Meaning that the implementers in the Scrum Team have enough information to build the user story correctly the first time. Or at least they […]
Radical Management
Steve Denning has written a great agile book for managers, called The Leader’s Guide to Radical Management. Here are the five principles: A shift in the goal of making money for shareholders to delighting customers through continuous innovation. A shift in the role of managers from controlling individuals to enabling self-organizing teams. A shift in […]
Refactoring the Release Plan
At the end of the last post, I had completed the initial release plan. What were the key outcomes? [This is one in a series of posts about release planning. Search (see right) on Release Planning to find many others.] We had a product backlog. The plan had some sort of scope, date and budget. […]
Dr. Royce and Waterfall
In 1970, Dr. Winston Royce wrote the paper that defined Waterfall. It was probably beig done by others at the time, but the paper is considered definitive. Here is the paper: http://agileconsortium.pbworks.com/w/page/52184647/Royce%20Defining%20Waterfall He identified 5 things that must be added to reduce most of the risks of doing waterfall. And I will comment on how Scrum […]
Are managers evil?
Managers, they say, are often bad in the US, and in the world. And there is some justification for this. And, of course, most managers are not evil. Although, like many of us, many might be badly trained. Some background Peter Drucker worked on this problem of managing. W. Edwards Deming had his ideas, and […]
3 Drivers of productivity with Scrum
One question is: “How important is Scrum anyway? I mean, it is always the team that does the work, whether they use Scrum or not.” And this is true. But I do think most teams (if not all) that use Scrum give themselves a big advantage. They are more likely to be more successful if […]
What does a PO do?
We say a Product Owner (PO) can have a tremendous impact on the success of a team, of the team’s work. Say, by doubling the BV within 6 months. With the recession, we could use that about now. Sounds nice. How is the PO gonna do that? Well, this is a constant effort and it […]
Business Value Engineering Workshop
At the Orlando ScrumGathering, I will do a mini workshop on Business Value engineering. Click here to view my slides. Most of the slide deck is for reference; only a few of the slides will be used in the workshop. The mini workshop is about two exercises: Define at your table “Business Value.” Articulate your […]
The importance of the Product Owner
It is probably true that the Product Owner is yet more important than the ScrumMaster for the success of the team. The ScrumMaster should, almost by himself, triple the velocity of the team. He or she is the ingredient without which it does not happen. And the Product Owner can execute the 85-33 Rule — where […]