Agile Product Manager in the Enterprise (5): Responsibility 3 - Maintain the ... - 0 views
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The Roadmap consists of a series of planned release dates, each of which has a theme and a prioritized feature set.
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While it is a simple thing mechanically to represent the Roadmap, figuring out the content for anything beyond the next release is another matter entirely. The topic of what else the team plans to ship and when can be a fascinating and contentious topic in agile
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the easiest way to think about the Roadmap is that it is an output, rather than an input to the Release Planning process.
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Cage Match: Gantt Charts vs. Burndowns : b# - 0 views
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Lesson #1: Task-based plans don't convey business value. Feature-based plans do.
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Once an estimate proves incorrect, any other estimate based on that one is now incorrect.
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Lesson 2: Estimate in size, not duration
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Growth Facilitator role on an OpenAgile team | Agile Advice - Working With Agile Method... - 0 views
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The responsibility of the Growth Facilitator is about more than simply prioritizing New Work goals and tasks. I see the role as contributing to the organizational culture, and helping to build the business in a sustainable way.
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As Growth Facilitator, I am also responsible for guiding the team toward delivering greater value for our stakeholders. At Berteig Consulting, our stakeholders don’t just include the company’s owners. Our stakeholders include a wide range of groups, including customers, suppliers, employees, and our families, all without whose support nothing we do would be possible. Delivering value to our stakeholders requires that we keep them in mind when we commit to our tasks each week.
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When I first started, I made goals that were broad, saying for example “to take care of our clients” or “to work at a sustainable pace.”
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Ideal Training for Enterprise-Scale Agility? « Scaling Software Agility - 0 views
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training strategy for a significant enterprise that is contemplating an “all in” (immediate and across the entire company) enterprise scale transformation approach
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for the enterprise, a combination of team-based and role-based training that would touch every practitioner is ideal
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all team practitioners receive a minimum of two days of agile training, (agile team training for the each team in the enterprise)
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CIO Perspectives: A Conversation on Agile Transformation, Part 2 - 0 views
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Part 2
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The really hard part is around the people transformation - getting developers to work side-by-side with testers and users is a completely foreign concept.
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The thinking is that IT is mission-critical, so let's not change things without giving it a lot of thought and a lot of consideration
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InfoQ: Opinion: Agile Coaches Frequently a Source of Adoption Problems - 0 views
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Coaches help teams learn Agile practices get from 'Agile seems to be something we should do' to 'we are practicing Agile development and succeeding by regularly delivering business value'.
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ncreasingly there are reports of initial success followed by failures with Agile adoption.
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I believe that there is a problem to how current Agile coaches - especially external ones (such as the author) - have traditionally performed their jobs. In fact, I think we are part of the problem
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GE Healthcare Goes Agile | Dr Dobb's - 0 views
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we operate in a highly regulated environment so there are a number of additional quality and regulatory steps that must be completed before we can accept a "user story"— that scenario written in the business language of the user that captures what he or she wants to achieve. Therefore, our "definition of done" — that is, the list of activities that add value to the product such as unit tests, code coverage, and code reviews — turned out to be lengthy.
InfoQ article: "Pulling Power: A New Software Lifespan" - 0 views
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how Kanban metaphor from Lean manufacturing and the Feature Injection template play into Behaviour Driven Development, working together to help us identify the most important software, reduce unnecessary artifacts at each stage of development, and produce the minimum necessary to achieve a vision
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The artifacts signal each role to create further artifacts until the vision is implemented and the business value is earned
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"Generating reports," he says, "is like lead. It's easy to work with, and it's cheap. It's also heavy, worthless, and drags you down. Developers sink a lot of time into writing report software. Why? Buy it, install it, hack it so it works. Use Excel. Don't spend money writing report software, unless you're the kind of company that sells them to other companies.
From the Agile Transformation Trenches: Borland Agile Assessment 2009 - 1 views
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We measure progress in business-valued terms such as time-to-value, cost/benefit ratio and customer satisfaction.
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There is no "score" to this assessment. It is administered anonymously with results reported in aggregate. This is a diagnostic tool to help us all reflect on our processes and identify ways to improve. It cannot measure "improvement" from a previous assessment, only relative importance of potential improvements to our current situation.
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inally, this is not a competition. The results will be most useful in helping you reflect on your current circumstances and establish priorities within your teams on areas of potential growth.
Scrum Log Jeff Sutherland: The Managers Role in Scrum - 1 views
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managers handle 'external stuff' to the team
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ontract negotiations and procurement.
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he role that a line manager plays in an employee's personal and professional development, often in the form of coaching or assisting in HR-related issues
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