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I've been trying to design a game which will teach some agile & lean principles around running a portfolio of work.. And to be honest I've been struggling!! So many learning points to get across whilst making it fun.
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Great Agile teams are prepared to change the rules... because they understand the behavioural changes, safeguards and phycology of being Agile... 'Bad' agile teams change the rules because they don't understand and are not prepared to take the leap of faith required to achieve greatness!
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Being agile contrary to popular belief doesn't in fact insist you work in iterations at all - it's a concept used in Scrum but if your an agile team using Kanban you probably won't have any iterations at all - working instead on a flow based system - albeit you may have the concept of cycles.
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Ideally the review meeting should be kept informal and all members of the Scrum team should attend along with stake-owners, management, customers the Product owner and something I like to do is invite members of other scrum teams/development teams along to observe (This can also be a good thing to do in the retrospective from time to time and helps to share practices and promote good ideas within an organisation)
So what are the 5 core values? Focus - Courage - Openness - Commitment - Respect.
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Scrum is probably the most famous and popular implementation of Agile going....
It's established, structured and well documented - with clearly defined roles, responsibilities and ceremonies.
I've written a few blog posts about Scrum but if you're new to Scrum it's probably worth reading my article
I find this technique works well where you have a medium to large sized product back-log... As a very rough rule of thumb anything under 25 items is probably manageable with Planning poker.... beyond this number is where Affinity Estimation can be a really useful tool in the Scrum Master's arsenal!
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Mention having a hardening sprint in certain agile evangelist circles and your ears will probably be in for a hard time!
If your enforcing your definition of done, If each sprint is truly delivering a completed, fully tested, 'potentially' shippable product, If your employing good XP practices with have high unit and integration test coverage and you have a continuous delivery pipeline why do you need a hardening sprint?
How many projects have you worked on where the overall goal seems unclear, vague or just lost in the myths of time and space?
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I've used the technique of Story Mapping countless times at project inception to assist in understanding the problem domain area, ensuing a shared understanding of the problem and a collaborative approach to building a product backlog. Unfortunately I can't really claim any credit for this methodology!!
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Ideally the goal of the iteration should be set by the product owner ( PO), It’s their opportunity to set the agenda and to ensure that everyone understands what the focus of the sprint is. It’s also the responsibility of the scrum team to commit to the goal or if the goal is unobtainable within a single iteration to explain this to the PO. In determining if a goal is achievable the final say is with the scrum team and the PO should be respectful of their opinion (That doesn’t mean that the PO shouldn’t challenge the team however)
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if you're doing Scrum there is in my opinion 10 must do's!
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