Agile
Estimations are a cornerstone of Agile project management, offering teams a means to forecast effort, set expectations, and make informed decisions. However, the accuracy of these estimations can be significantly influenced by various cognitive biases. Understanding these biases and their impact is crucial for any team striving to improve their
Agile
In my early days as a Technical Program Manager, I vividly remember a project where we proudly embraced Agile methodologies. We were a “raving” team, enthusiastic and committed to delivering high-quality software. However, as we progressed, it became evident that our enthusiasm alone wasn’t enough. Leadership were skeptical of
Agile
Over the past few years were have been witnessing the emergence of Development Operations (DevOps), a discipline emphasizing the execution, monitoring, and improving of software delivery, ideally through continuous integration, continuous deployment (CI/CD), automated testing, and leveraging infrastructure as a code. Agile advocates principles and practices that are collaborative,
Agile
As an agile evangelist, ensuring my teams continuously improve is a pinnacle component of sprint planning and executing. I always insist on having one story dedicated process and operational improvement each sprint to ensure we constantly evaluate and improve our methods and practices to achieve better results and outcomes. There
Agile
Evidence-Based Management (EMB) “is an empirical approach that helps organizations to continuously improve customer outcomes, organizational capabilities, and business results under conditions of uncertainty“, according to the EBM Guide, a framework for delivering value through strategic goals through intentional experimentation and evidence (measures) in order to improve organizational performance over
Agile
It’s no secret I always love to squeeze a rugby analogy into my day to day tech world, not just because I unbiasedly think rugby to be the best sport in the world, but because I feel it has a lot of relevances in today’s agile world. Why’
Agile
There is this preconceived notion that authoring user stories is confined to the requirements gathering phase. In fact, user stories post a critical role in communication between stakeholders and development teams throughout the development lifecycle. I will explain in this article how you employ user stories as the vehicle of
Agile
As a scrum advocate, you embrace the agile framework of collaboration, communication, and feedback among team members. However, experience has taught the seasoned observers that not all team members may feel comfortable or motivated to participate in Scrum events, such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.
Agile
As we look to employ our scrum framework to more complex and larger projects, we need to adapt our approach to ensure we meet the emerging scaling challenges. As a Technical Program Manager, it is prudent you understand many of the common scaling scrum frameworks available, Nexus, LeSS (Large-Scale Scrum)
Agile
Good developers realize the strength and resilience of well-decoupled, clearly- written code components, powered by a strong development framework in building successful software. It is no different for product owners authoring effective user stories that are clearly articulated and actionable. In this article, we will explore a framework called INVEST
Agile
In project management, a Parking Lot is a designated space, either physical or virtual, where ideas, concerns, questions, or issues that arise during project meetings or discussions are recorded. These unresolved matters are “parked” in the lot to be revisited and addressed later, preventing them from derailing the current discussion
Agile
User stories are a key element of Agile project management, as they help to define and prioritize the requirements of a project. User stories are brief, concise statements that describe a particular feature or functionality from the perspective of the end user. However, creating user stories can sometimes be a
