When an organization starts to explore Scrum, there’s often an uncomfortable moment early on when someone points out that the role of "manager" seems to be missing entirely. "Well I guess we’ll have to just get rid of ‘em all!" wisecracks one of the developers, and all the managers in the room shift uncomfortably in their seats. Scrum defines just three roles – Product Owner, Team, and ScrumMaster – and the basic direction given to others in the organization is to "support them, or get out of their way." This is not very detailed advice, especially if you’re a manager expected by senior management to ensure everything goes well.
The burndown chart is one of the staples of Scrum. Many of us use and love it. Its simplicity and straightforwardness makes it an effective tool for project teams, management, and for the passive observer.
This article discusses several symptoms and causes of schedule flaws, present metrics and diagrams that can be used to track your team’s progress against its schedule, and describe Agile ways to address these risks.
Earned Value Management (EVM) is a well known project management technique which measures the integration of technical performance, cost and schedule against planned performance within a given project. The result is a simple set of metrics providing early warnings of performance issues, allowing for timely and appropriate adjustments. In addition, EVM improves the definition of project scope, and provides valuable metrics for communicating progress to stakeholders. The information generated helps to keep the project team focused on making progress. AgileEVM is a light-weight, and easy to use adaptation of the traditional EVM techniques which provides the benefits of traditional EVM in Agile projects.