These four tips for integrating Quality Assurance practices into your Scrum process will support the underlying Agile value. Principles from the Agile Manifesto are applied in ways that affect your approach to software quality. You will learn how to address impediments to adopting those principles and why the approach of testing software as you go, not waiting until the very end of your Sprints, not only builds in better quality but promotes a deeper understanding of the entire application for the entire Scrum Team. Discover the common obstacles involved with Agile adoptions, and learn to apply temporary fixes in your Quality Assurance processes along the way, as long as your team learns from each experience and continually improves.
Agile approaches like Scrum recommend a “just enough” attitude in software development and this is also the case when you discuss tools. Ideally, you would work with a small team that is collocated, but this is not always possible and you might be running your project in a virtual mode with a distributed Scrum team scattered around the world. If you don’t want to start using a sophisticated tool to manage your efforts, you might be interested in adopting some web tools that will fit your particular need to share some of the project information or status among all the team members. This article presents some online tools that are based on Scrum and Agile approaches, that implement specific practices and that are freely available on the web for distributed Scrum teams.
It's difficult to change learned behavior, and even harder to change group habits. This is one reason why it is difficult establish Scrum Most companies understand that Scrum has a lot of potential and bears the chance to shorten time-to-market or the delivery of high-quality software, but. . . . And there we go again: "Scrum, but. . . ."
User stories are not merely an engineering requirement fashion. They are a simple but powerful and sophisticated way to gather requirements. They are also an Agile way to obtain the detail of the software through iterations that will, each time or during each review, gain more detail.
Scrum teams just look different. From their faded whiteboards to their discarded post-it notes, Scrum teams make their mark just by doing their job. Read one CSPs story of how his team's space tells the story of their struggles and their triumphs.
This article discusses the details of burn down and burn up charts: which units to measure, how to adapt to scope variations. He gives some guidelines on how to interpret burndown charts. He reminds that the chart should be objective and visible.
In my travels I spend a good deal of my time discussing Scrum Product Ownership, Product Backlogs, and inevitably User Stories. Stories are containers or artifacts, which have nearly become ubiquitous for handling software requirement within agile teams.
A common perception when working in Agile is, "Welcome changes over following a plan." In the Agile Manifesto, however, the phrases "Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage" still mean you need a plan to begin with. How can we express the product backlog so that we can easily provide enough planning information to management without compromising on Agile principles?
How one CSP discovered that when explaining product backlog items to new teams, it's best to avoid delving into details about the PBI itself and instead focus on the the workflow of a PBI and the interaction with the Scrum framework.