Scrum promotes cohesive, self-organizing teams. Scrum teams are tasked with finding the most optimal way to accomplish the work. To do this, they make decisions ranging from how best to meet goals to who should work on which tasks. Reaching group consensus can be difficult. Some opinions are more dominant than others; some voices more hesitant to speak out. Even in agreement, true consensus might not exist. One manifestation of this is the Abilene Paradox.

One of the cornerstones of Scrum is the self-organising team: one able to make decisions in relation to the target to which it has committed. In my work implementing Scrum, I have largely addressed how to form groups of individualists into cohesive teams, where the members support each other and make use of each other's strengths.

This article explains how adding a set of examples in form of automated tests to the sprint backlog provides a highly visible, real-time picture of the work that the Scrum development team plans to accomplish during the sprint.

We all know the three questions of Scrum: What did you do yesterday? What will you do today? What blocking issues do you have? We all do our best to answer these questions. So how come so many of our initial demos turn up problems we didnt catch? Maybe its because, at least at the beginning, we need to add a fourth question to our daily standups.

As ScrumMaster, there are different situations we have to deal with. Here I'd like to address the following topic: how to deal with future bugs that can arrive at highest-level priority during the sprint

What are the plausible steps and best practices for incorporating a Scrum project management framework into the data center and infrastructure teamwork at a model organization?

It is often said that to truly understand someone else, one must walk a mile in that persons shoes. Similarly, taking on more than one role on a Scrum team, on a temporary basis at least, can have unexpected advantages that may offset the disadvantages.

Scrum doesnt cause team dysfunctions, but it certainly exposes the ones you already have. This article explores common problems through example and analysis. Then, it suggests ways to overcome these obstacles so that your Scrum team functions at optimal levels.

Feature teams are best equipped to deliver end-to-end features, but for those that must work in a component team environment for one reason or another, this article should help provide better interaction between the teams. That, in turn, should drive better quality and on-time and on-budget delivery.

Learn 5 methods and tools tips for getting the software testing done at the end of a Scrum sprint that are useful even if you don't use an agile project management approach.