By Mike Cohn
This can be the definitive, life like, actionable consultant to beginning quick with Scrum and agile–and then succeeding over the lengthy haul. major agile advisor and practitioner Mike Cohn offers distinct concepts, robust assistance, and real-world case reports drawn from his unprecedented event aiding hundreds of thousands of software program firms make Scrum and agile work.
Succeeding with Agile is for pragmatic software program pros who wish genuine solutions to the main tricky demanding situations they face in imposing Scrum. Cohn covers each part of the transition: getting began, assisting contributors transition to new roles, structuring groups, scaling up, operating with a allotted crew, and at last, enforcing powerful metrics and non-stop development.
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Additional resources for Succeeding with Agile: Software Development Using Scrum
Because you’re still reading, I can assume that this list of challenges didn’t send you away. That’s fortunate because there are tremendous advantages to be had by the organization that overcomes the challenges. These include more productive teams, lower costs, happier employees, reduced time to market, better quality, and improved stakeholder satisfaction. In the next chapter we look more closely at what is involved in moving you, your team, and your organization from the stage where you know change is necessary and you believe that Scrum is the answer to a point where you can begin making real progress and continuous improvements.
For some types of work, collecting and reusing best practices is a tremendous aid to the change effort. An organization that is selling a product to a new type of customer may, for example, capture best practices for overcoming objections from potential customers. When transitioning to Scrum, however, collecting best practices can be dangerous. com 10 Chapter 1 Why Becoming Agile Is Hard (But Worth It) called standard work, but standards should be changed constantly. ” Ohno goes on to say that if we establish something as the “best possible way, the motivation for kaizen [continuous incremental improvement] will be gone” (1982).
I can’t imagine a team member arguing that it was as fun working all those long nights as it was playing the game that resulted. Second, it neither preached nor proposed the solution. ” This would have convinced no one of the need to change except for those already in favor of it. William Bridges, author of Managing Transitions, stresses the importance of selling the problem, not a specific solution to it (2003, 16). use metrics. As part of an overall communication strategy, metrics provide great reinforcement of the core reasons for change.
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