This article hopes to help you become a better dancer by exploring some of the principles of agile interactions that I have seen play out on a number of scrum teams. More specifically, we will focus on those interactions necessary to discovering and elaborating requirements within the context of the Scrum framework.
Often teams struggle with picking the right-sized user story. The story either ends up being too small and hence of no value to the user, or it ends up being too huge and doesn't get completed in the planned sprint.
The goal of this article is to share experiences and the model for organizing and operating distributed Agile teams that evolved from these efforts, but the main message is much simpler: Agile is the best way with distributed teams.
While executing Agile projects, many Scrum teams use a "hardening sprint." Do they do so because of issues in the "regular" sprints, or do they plan for it as part of the release? Often teams realize a need for it when the release date approaches. This article maintains that a hardening sprint is not a good idea and highlights why.
Good agile teams are disciplined about their documentation but are also deliberate about how much they do and when. In this article, we find a duo struggling to explain that while they won’t be fully documenting everything up front, they will actually be more fully documenting the entire project from beginning to end.
A prevailing belief among Agile and Scrum proponents is that “a great deal of explicit risk management becomes unnecessary when a software development project uses an agile approach.” In my experience, this is a false and dangerous assumption. Project risk is a hungry leopard ready to devour the unprepared. Fleet-footed agilists and die-hard waterfallists alike.