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For many people the traditional project management methodologies (see PMI / PRINCE2) are the root of the problems that birthed Waterfall. I assert that this
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
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
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
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
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,
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
There is a better way than staggered iterations for delivery that will keep you on the path to agility.
Many teams are struggling with delivering modern software because they are not building with Test First principals. Test First gives us the assurance that we have built the correct thing, that what we built is what the customer asked for and that when we change things we don’t break anything inadvertently.
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