One of the important event in Agile this year seems to be an argument around Test Driven Development (TDD). More precisely, high profile personalities in our industry debated against the statement "TDD is dead".

Did you know that the DOD has made it illegal to do waterfall? For the first time in many years the Department of Defence (DOD) in the United States had made a major update to its procurement rules.

The simple cycle of trying, inspecting, and adapting must be as old as mankind. Can’t you just picture Homo Erectus learning to control fire? I bet scorched fingers and cold nights were fairly common for a millennia or so while we refined the art of spark and tinder.

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As a Agile coach, I refer to a few tools to help me think about where my Scrum teams should go next on their path to Agility.

Recently I gave a talk on the ScrumDayEurope 2014 conference.

 

A few weeks ago I headed out to the Scrum.org offices in Boston to participate in training to hone my skills as an Evidence-based Management Consultant.

A common challenge for businesses developing new products is having a coherent and universal understanding of what the value proposition for the organisation is.

Story Points - An Introduction

Collaboration is the key to successful agile product development. A community of practice is a technique that helps us achieve this.

The Scrum.org blog is branching out to include our entire expert community! Now, readers will get more than the occasional formal article.

I did a coaching and training session with a company recently. They're a small, early-stage company in the Greater Boston-area.

We shall talk about the most important, from my point of view, team’s trait - Helping Each Other. After discussion I will give you a powerful game that can help you to foster and promote real “one for all, all for one” team spirit.

The Scrum.org crew just returned from the Agile 2014 conference in Orlando. The great conversations with attendees were as good as the sessions themselves.

It's difficult to predict the future despite the techniques we use to try to do just that. The reality is that planning out even a simple software development project is a challenge.

When organizations consider or start adopting Scrum, a frequently raised concern is how ‘to scale Scrum’. It is worthwhile investigating this desire, and start exploring the scalability of Scrum.

‘Evidence-Based Management’ for software organizations promotes evidence-based decision-making in the managerial domain to create a more sustainable business through improved services in turbulent markets and businesses.

I have encountered many in the Agile community who love Scrum but seem to hate on the practice of Scrum of Scrums. Others describe their Scrum of Scrums as an overarching meeting of Scrum Masters, or as a meeting for a Product Owner team.

The aim to deliver valuable software is a great, core principle of the agile movement. The difficulty however is that ‘value’ in itself is hardly quantifiable.

Every year, organizations spend 4-10% of their revenues on their IT organizations. Value is expected in return for these expenditures.