The Burn-Down Chart: An Effective Planning and Tracking Tool Burn-downs charts are among the most common sprint tracking mechanisms used by Agile practitioners. Though their application and usage varies (some plot a burn-down chart using story points, whereas others use task count), plotting burn-down using effort remaining is the most effective and efficient way of using burn-down charts. This article looks at creating and updating a burn-down chart using the effort-remaining approach, interpreting burn-down under different scenarios, and examining common mistakes to avoid while using burn-downs. DFW Scrum (Irving, TX) Welcome to DFW Scrum! Our goal is to help you do better today than you were doing yesterday. The best way to do that is through the collective wisdom and experience of the crowd (sprinkled with some industry experts).
Distributed Scrum Teams: Never End a Sprint on Friday Scrum team members know that things get very busy near the end of an iteration. The coding and quality activities need to be wrapped up, demo preparation occurs, the sprint review is held, the sprint retrospective is held, and the next sprint planning meeting is held. If the onsite team team prefers to end iterations on Friday, they might naturally assume they have all day Friday until evening for these activities. However, look at what that would do to a remote sub-team in India – it would mean working until early hours on Saturday morning. A better practice is to split the end of sprint activities across two days, ideally during the overlap time dedicated for sub-team synchronization.
Principles behind the Agile Manifesto We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile Techniques: Getting Started With Kanban As agile software development methodologies become more familiar within mainstream IT organizations, agile practitioners have been experimenting with some of Agile's Lean roots. One lean practice that has gained traction with many agilists is a Kanban board. Lean has much in common with agile.
Your Family, Agile, and You: Using An Action Map To Make Sense Of The To Do List What do we do when we have a lot of tasks we need to complete? We write them down. So we start writing down the tasks and prioritizing them. But it doesn’t always work. Second Generation Lean Product Development: From Cargo Cult to S by Don Reinertsen on Jan 22, 2010 | Summary Don Reinertsen discusses the concepts behind second generation lean product development. He shows some of the quantifiable economic trade-offs associated with queue management, batch size reduction, WIP constraints, cadence, and flow control. He explains why the ideas of lean manufacturing, though perfect for the predictable work of manufacturing, are inadequate for product developers. Bio
About Self Organizing Teams/ Posted 4/11/2016 12:05:46 PM by CLEMENTINO DE MENDONCA, Professional Scrum Trainer with Scrum.org A question from a budding Scrum Master, who is transitioning from a background as a traditional project manager: “In order to promote team bonding and self-organization, from now on I am going to try something new with the team. In the sprint planning meeting, instead of me breaking down the tasks for user stories between each team member, I am going to just identify tasks and hours needed and leave it at that, and then I will ask each team member to “pick” tasks from the sprint backlog on their own, and later, as soon as they complete a previously picked task.” He goes on to say: “The behavior I want to encourage is the following: 1. Agile Alliance Group News Retrospectives and feedback loops are at the heart of any successful Agile/Scrum implementation. They’re the tool we use to help teams improve. Yet in two day introduction to Agile classes they often get glossed over. Lacking time trainers (including this one) often race through the topic outlining only one simple type of retrospectives. The problem is a single approach to retrospectives make them boring and over time people lose interest in participating.
Scrum and XP from the Trenches 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. This book aims to give you a head start by providing a detailed down-to-earth account of how one Swedish company implemented Scrum and XP with a team of approximately 40 people and how they continuously improved their process over a year's time. Under the leadership of Henrik Kniberg they experimented with different team sizes, different sprint lengths, different ways of defining "done", different formats for product backlogs and sprint backlogs, different testing strategies, different ways of doing demos, different ways of synchronizing multiple Scrum teams, etc. They also experimented with XP practices - different ways of doing continuous build, pair programming, test driven development, etc, and how to combine this with Scrum. This book includes: