Procurement Management Done Agile (Part 2) – (December 7, 2011)
A new agile procurement process–one that can operate in conjunction with and alongside an agile software development methodology–should significantly improve both the procurement of software vendor’s services and and successful delivery of software projects. This article will explore the underlying principles as well as map the reconciliation points required to harmonize agile development and procurement methods.
Scrum Artifacts in the New ScrumBOK
– by Don Kim (November 1, 2011)
Some substantive updates to the definition of Scrum artifacts may seem like minor clarifications to terms and definitions, but they have quite profound implications. In this article, we discuss these changes and how they affect the ScrumMaster (or project manager) tasked with delivering a “done” increment.
Procurement Management Done Agile (Part 1) – (October 4, 2011)
This will be the first in a series of articles that will look to provide the background of issues involved with managing an agile software development project under a traditionally linear and sequential project procurement process. Software development has been deliberately chosen for the example industry since that’s the domain for which agile is most typically used, but for those using agile in other industry domains, the general issues and proposed solution should work equally well within your industry.
Soft Scrum – (September 20, 2011)
There is no doubt that agile project management has hit the mainstream–with Scrum being the leader of the pack. Now that it has “crossed the chasm“, how successfully is it being implemented? Some experts argue that Scrum has become flaccid in many organizations due to its dysfunctional implementation. So how do you know if you have soft Scrum? Let’s look at some major areas of concern.
Leadership and Career Paths for ScrumMasters – (September 6, 2011)
Much of the ScrumMaster’s role has been focused on the individual effort of leading a single team through the successful completion of a Scrum project. At some point, a person who has successfully established themselves in an organization will be looked on to take on more responsibilities. What would these responsibilities be? What kind of career roadmap would be best suited for a person who is an established ScrumMaster?
Scrum’s Scientific Method – (August 2, 2011)
The science behind Scrum is the notion of Empirical Process Control, which that is derived from (and firmly rooted in) industrial process control theory–and applicable to the complexity of human process management that often derails project schedules. This article is outlines the foundations of EPC and how it drives empirically based team management.
The Japanese Origins of Scrum – (July 5, 2011)
To achieve a Zen culture of Scrum will take time, resources and a radical paradigm shift. Is it worth it? Yes, because this practice places humans–not processes or techniques–at the center of an organization. Let’s learn more about a valuable history.
PMBOK vs. Scrum: The Eternal Philosophical Debate – (May 10, 2011)
Understanding philosophical foundations are required for success in managing projects in the “real world”. That will allow you to better pick and choose which methodology (essentially a philosophical framework) to adopt–not adopt or mix and match to achieve project success.
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