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Manifesto for Software Craftsmanship

The declaration of interdependence for modern management or DOI The project/product management Declaration of interdependence was written in 2005 as an adjunct to the Agile Manifesto. See also: Here is an explanation of it I wrote immediately upon returning from writing it “We … increase return on investment by — making continuous flow of value our focus.deliver reliable results by — engaging customers in frequent interactions and shared ownership.expect uncertainty and manage for it through — iterations, anticipation and adaptation.unleash creativity and innovation by — recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.boost performance through — group accountability for results and shared responsibility for team effectiveness.improve effectiveness and reliability through — situationally specific strategies, processes and practices.” The “Declaration of Interdependence” for modern (agile/adaptive) (product/project) management There’s even a logo to go with it ;-). 1. 2. 3. 4.

Suggested Topics for Definition of Done Discussion Ken Schwaber and the rest of us advocate paying attention to what “done” means for a Product Backlog Item (PBIs, or “stories”). For a lot of programmers (like me), “done” often means “It works on my workstation!” The Scrum Master is charged with advocating a “done” that includes everything else needed to build a potentially-shippable product increment. To avoid nasty surprises at the Sprint Review Meeting, I’d suggest initially attaching a definition of done to each PBI during the estimation process. If you’re using cards, write the definition of done on the cards. Scrum, a generalized framework rather than a defined process, doesn’t prescribe a particular definition of done. However, reading this may save you a couple iterations because the same kinds of things come up a lot. –mj Michael James Software Process Mentor Danube Technologies, Inc. For a general description of Scrum, see the Scrum Reference Card.

Manifesto for Agile Software Development Scrum 3.0 and Organization 4.0 - impressions from a great evening with Boris Gloger at ImmobilienScout24 | On the agile path Today I had the opportunity to join a great and inspiring presentation by Boris Gloger talking about Scrum 3.0 and organization 4.0 (thanks to Immobilienscout24 for hosting a great event). With this post I provide a short summary of my notes and insights and links to further posts I already wrote about some topics presented today. Based on an initial blog post by Boris (DE) - we started today with a recap of the Scrum journey from Scrum 1.0, Scrum 2.0 and developed to today's Scrum status. Scrum 1.0 foundation by e.g. Agile Software Development with Scrum (Ken Schwaber)basic meeting artifacts, 3 roles (ScrumMaster as management role, Product Owner and team)retrospective was not yet part of itBacklog idea, but not yet that establishedfocus on deliverysprint idea - a common way to think about what we would like to deliver together, but breaks in between sprintslong Excel-lists with tasks and detailed task estimations What did we learn? Scrum 2.0 Scrum 3.0 Product Owner Dailies NoMeetings Conclusion

A new lean software manifesto - Fishpool This weekend saw Eric Ries's Lean Startup movement produce a conference on the approach. People who were there have already summarized and documented the proceedings in quite a detail. One of the interesting take-aways seems to have been Kent Beck's proposal for the evolution of the Agile Manifesto into something more applicable to the startup context of continuous learning and adaptation. As practitioners of software development to support lean business, we have come to realize that the unknowns of the business context are more critical to the success of the enterprise than the attributes of the software we create. I hope I did not butcher some subtlety when extracting those words out of the keynote speech. The biggest issue I have is with the third statement, preferring customer discovery to customer collaboration. The second issue I have is with the first statement of preferring teams and discipline over individuals and interaction.

Creating Product Owner Success The role of the Product Owner in Scrum is powerful but can be challenging to apply: companies that succeed at it will benefit from a new and healthy relationship between customers (product management) and development, and are likely to experience a competitive advantage. This comes at a price: the effective application of the role often requires organizational changes. This article provides insights into how the Product Owner role can be applied successfully. It helps you understand what it takes to succeed as a Product Owner. Super Glue The Product Owner in Scrum plays an important part. Since the role is typically filled by a customer or product manager, the business has to embrace Scrum too, and make the changes necessary to adapt to it. Job Description Let's have a look at the Product Owner responsibilities in more detail. The Product Owner in Scrum is responsible for understanding and communicating the customer needs. Common Pitfalls The Success Formula Old News Summary Resources Bio

Refactoring Manifesto - Because the world needs better code Top 10 Activities of the Product Owner Over the course of the past 5 years, I have often been asked about the role the Product Owner plays in an Agile company. More recently in a rather controversial blog post by Adam Bullied he raised the question – Is there such a thing as an Agile Product Manager? From my experience, there is. The Product owner (or Agile PM) shoulders all the responsibility for Project success and is ultimately responsible to the Team, stakeholders and to the company. Here are the top ten activities I have experienced a Product Owner must perform well in order to keep scrum teams effective: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. The responsibilities of the Product Owner are onerous and there is no one else on the team to cover for him/her or pick up the slack. About the Author: As COO and Scrum Master, Jack Milunsky heads software development at Brightspark.

Being an Effective 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. So what is the product owner in Scrum supposed to do? I have found three things particularly helpful for product owners: a thorough understanding of the customer needs, an active stakeholder management, and a basic knowledge of how software is developed and deployed. So what did I tell new product owner Paul? Read on: James M. Ken Schwaber.