Life beyond Scrum

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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Work in Progress limits

Introducing WIP limits has an immediate psychological  advantage - If a team can only work on a limited number of features it forces a prioritisation to take place... likewise at the department or organisational level - Such restrictions whilst unpopular encourages better decision making and ensures that only those tasks with a clear business case are undertaken.

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The Sprint review meeting


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)

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What's your DoD?

I've asked this question a few times of Agile teams... And usually look at me! look at each other for inspiration and perhaps, hopefully, eventually will find a written Definition of Done.... hopefully attached to the 'Information Radiator'! Usually however teams doing 'agile' have one... but nobody can remember what it is or where it is - let alone know for sure if it's being adhered too!

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Christian Miles
Kanban essentials

Kanban is another agile term that gets thrown around a-lot.... usually by people who have no idea what it's really all about - but when did a lack of knowledge or understanding ever stop anybody throwing around buzz words?

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Christian MilesWIP, kanban
Scrum of Scrums

The daily standup is often carried out by agile teams.. It’s a short, typically 15 minute time-boxed planning session held at the start of the day for the team. One of the outputs from the daily stand-up may be a list of blockers which are preventing the team from completing work. Often these blockers can be resolved within the team or with conversations with other teams.

However with large programmes of work where many teams with different disciplines are working ‘together’ blockers and dependancies become more of an issue and resolution more complex and lengthy.

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Christian Miles