Teams, Coaching & Facilitation
Many agile leaders agree that sprint retrospectives are considered a continuous improvement opportunity for a Scrum team to review the good, the bad—and the ugly. But, there are also team members that waver the idea of sprint retrospectives at the end of every sprint. I'll discuss why Sprint Retrospectives are important for a successful agile project and share some ideas to go from boring to booming.
Prioritization is hard. It becomes even harder when a product has been around for a while and has numerous sometimes questionable features — I’m calling these Monster products. If you have one of those, you know it.
This article isn’t out to start a flame war and say there’s no such thing as an Agile Project Manager. What it is going to discuss is that having a Scrum Master/Agile Project Manager role is an oxymoron and shows a complete misunderstanding of the Scrum Master & Project Manager role.
Right now I'm reading through the book by Uncle Bob called "Clean Agile: back to basics." The first two chapters are mostly about the history of Scrum and some of Uncle Bob's experience. So I also wanted to talk about my experience in different companies with different levels of scrum/agile processes. And again this is from a view from a developer! Not a Scrum Master or Product Owner or tester etc.
The other day I had a conversation with a colleague. He was looking for an opener for a talk - something catchy to illustrate to his audience (mostly finance and banking) that there could well be a need to change their current ways of working.