Does your Scrum team or someone you love suffer from not knowing who benefits from your work? Do you finish items quicker than you anticipated? Do you have times when you can’t tell if an item is done? Do you ever take on too much work? Do you never talk to anyone about the item you’re working on? Do you think this article is asking too many questions of you?
Agile. We hear about it. We talk about it. We even read about it (oooh, that got meta), because Agile is about getting work done quickly and with high quality, which we all aspire to do, and do well. And one of the most common ways we see the Agile philosophy carried out is by using Scrum in a project.
Having taken both courses, I’ve found them to compliment one another perfectly. A Product Owner class is pretty great and worth the investment (even if you aren’t or ever plan to play the role of Product Owner). Here are two main reasons why.
So, you’re doing Scrum. You’re knocking out your sprint plans, grooming your backlog, and killing it in your sprint retro. Many of us have been doing this for awhile - to the point it’s (dare I say it) becoming a bit old school.
Project Management software can be extremely helpful in managing projects and programs across an organization. Unfortunately, most Project Managers create problems for themselves by falling into common traps when using these automated tools. Here, we will cover a few of the most common scheduling problems along with some of my best advice on how to avoid these bad habits, ensuring that your Gantt chart will never turn into a Can’t chart.
I have been working in an agile environment, in one way or another, for over a decade. I was not always aware of this. I am not sure my company was aware of it either, at least not for the first few years.
Nearly everyone who has spent the bulk of a career at a large company is wary about working for a small one (lack of stability, blah, blah, blah). What most people don’t realize is this:
Origins of the Waterfall Method