
The Sprint
Sprints are the heartbeat of Scrum, where ideas are turned into value.
Influencing Behaviour. Secondary Factor.
Delivering value in the shortest sustainable lead time requires decentralised decision-making. It is a key tenet of Lean thinking. Any decision that must be escalated to higher levels of authority introduces a delay. Also, escalated decisions can decrease quality due to the lack of local context, plus changes to the facts on which they were based that occur during the waiting period.
Decentralising decisions isn’t black and white, all or nothing. Depending on teams’ maturity and trust, leaders should consider establishing guardrails for what decisions teams can make themselves and what needs to be escalated and centralised to management.
Sprints are the heartbeat of Scrum, where ideas are turned into value.
How do you create an Increment of work in Scrum? What has it got to do with the Product Goal and Definition of Done?
What are the core elements of agile frameworks that help promote focus, quality, and create transparency?
The Definition of Done is a vital part of Sprint Planning, indicating the quality, standards, and compliance criteria for an Increment of Done
When quality slips, defects and rework increases, it’s important to look at the Definition of Done in the Retrospective.
What is the Definition of Done and how do you use it to improve quality and reduce rework?
Learn how to get the most out of inspecting and adapting using Scrum’s 5 key events.
Simon Sinek talking on true leadership starting with distinguishing between being ‘in charge’ versus taking care of those ‘in our charge’.
If you believe leadership is all about you then your leadership, by default will be more self-centred and not about the people you lead.
Faster decision-making means faster delivery and “workers can often make better decisions than managers if there is trust in the system.”
Built-in Quality is a critical principle of agile teams that ensures the quality of their product. A robust Definition of Done is key.
What are the opportunities for Project Managers as the organisation moves to Scrum?
How does the Scrum Master approach management? How can management help the Scrum Master and Scrum Team?
In an agile team, is there a Team Lead? What about Junior or Senior developers?
What are the minimum set of roles, events, artefacts and timeboxes that are essential for team’ self-management.
Learn to slice Stories that are unlikely to be completed in the Sprint.
Actively create plans for who fills in for key roles at Sprint Planning.
Liberating Structures are easy-to-learn microstructures that enhance relational coordination and trust.
Self-management isn’t chaos. It requires management to set guardrails that define the boundaries for team-level actions, behaviours, and outputs
If you are unable to deliver a “Done” increment during a Sprint, you are not doing Scrum
Understanding complexity helps attack problems with the best approach