7/4/2013 by Steve VanArsdale
I was recently asked to coach a team to help a giant company "deploy Agile." Like all great projects, this one seemed to be starting late, with a shrinking budget. So I needed a way to quickly figure what to do and add early value. And needless to say, I needed this approach to look like I knew what I was doing.
7/3/2013 by Bala Lakshminarayan
As a ScrumMaster, I observed that while the QA team in my prior company was working hard and focused on testing and automation, we were observing significant customer-reported issues. Even though product managers and other subject-matter experts (SME's) were also testing the product, their efforts were largely uncoordinated.
7/2/2013 by Gauravdeep Kaberwal
Today many organizations aspire to take on Agile processes to take advantage of the copious benefits that they offer. Agile adoption comes with its problems, however, as well as undiscovered risks and threats to projects both large and small.
7/1/2013 by Rajat Bhalla
On one of the projects I am currently managing, I noticed that the product backlog was actually growing rather than shrinking as we progressed through sprints. At one point, there were close to 150 stories in the backlog, all detailed and ready for planning. . . . There was something definitely going wrong.