In 1993, at Easel Corporation in 1993, we we first applied the Scrum process to software development teams when we built the first object-oriented design and analysis (OOAD) tool that incorporated round-trip engineering. In a Smalltalk development environment, code was autogenerated from a graphic design tool, and any changes to the code from the Smalltalk integrated development environment (IDE) were immediately reflected back into design. Since the product was directed toward enterprise software development, we spent a lot of time analyzing best practices in software development methodologies.
People who have experienced good stand-ups will generally know what can be done when things aren't working well. This capability is obviously less likely for people with limited experience to reflect on. I've written this paper as an attempt to partly compensate for inexperience by describing the benefits and consequences of common practices for daily stand-ups. These patterns of stand-ups are intended to help direct the experimentation and adjustment of new practitioners as well as provide points of reflection to experienced practitioners.
As you may know, the Rational Unified Process®, or RUP®, is a widely used software process framework that can be tailored to your process needs and can accommodate other techniques. Scrum is a collection of interesting project management patterns used to wrap agile software projects. This article introduces some important characteristics of Scrum and presents techniques on how you can add Scrum ideas to your existing RUP environment.
an eye on our projects and look for small problems before they can become big problems. In his book Refactoring, Martin Fowler introduced the term smell to refer to something that may not be right. Just because something smells doesn’t mean there’s a problem; it does mean, though, that further investigation is warranted. This article is a first step toward collecting a catalog of Scrum smells; that is, signs that something may be amiss on a Scrum project.
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.