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If you were buying a car, or a TV, you as the purchaser would do your best to understand the product that you are buying, the quality tradeoffs, and the
The Scrum Guide only contains the minimum necessary to create an empirical process control system for managing risk. The new Kanban Guide reflects the minimum that you need to do
For many people the traditional project management methodologies (see PMI / PRINCE2) are the root of the problems that birthed Waterfall. I assert that this is the tip of the
In the The Evidence-Based Management Guide we talk about the Intermediate Strategic Goal and I likened that to the Product Goal in the 2020 Scrum Guide. If we also think
Story Points and velocity have been used for many years in the Scrum community and have been engrained so much in the way that things are done that most folks
Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where. Here I try to create an understanding of the ‘what’ that we need to collect.
Value is such a subjective thing that we will often be wrong, and there is no way around that wrongness. In order to minimise the wrongness and maximise the amount
The Evidence-Based Management Guide describes not only a Strategic Goal but also an Intermediate Strategic Goal that is needed to evaluate and adapt your progress towards your intended visions of
Most Scrum Teams that I encounter don’t do refinement of their Product Backlog and try to work on things that they don’t understand correctly. However, if you get to the
In my last post about Professional software teams creating working software David Corbin made a good point. How do you determining what “Free from fault or defect” means? Since that
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