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My List of Limitations of Scrum

April 7, 2010 — Posted by Al Shalloway

I recently tweeted that I was sometimes irritated that when I've stated something about Scrum that I consider a shortcoming, I usually get called a "Scrum Basher". I would much prefer people engage me on what I have designated as a short-coming of Scrum. If, in fact, my assessment is right, I would be helping those who would be running into a problem. If, in fact, my assessment is wrong, it would be better to engage in a conversation with me to let both myself and others, that my opinion was wrong.

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Confessions of a Lean/Kanbaner Teaching a Scrum Course

March 26, 2010 — Posted by Al Shalloway

I just finished teaching a 2-day Implementing Scrum for Your Team course. This is not your standard CSM class, but rather a class that teaches teams how to do Scrum. It was particularly interesting because the course sponsor had specifically said I needed to teach a Scrum course and not mix too much other stuff in. I found myself trying to stay in the Scrum arena, but also found at times I just had to talk about some things or would feel I left the teams there unprepared.

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5-Whys Applied to Lean Software Failures

March 24, 2010 — Posted by Al Shalloway

In an earlier blog (The 5-whys of Lean as an Answer to the But of Scrum ) someone suggested I was implying that we and our clients are infallible.  Unfortunately, that's not true.

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How Understanding Helps Transitions

March 8, 2010 — Posted by Al Shalloway

Trying to change an organization too fast or to too much tends to result in no change it at all. In fact, attempting to transition a company to a new method can cause an organization to go in reverse: it becomes less functional.

In an earlier blog, How to Affect Change,I discussed this as the balance of the need for change against the fear of change. Extending these concepts, I want to look at the relationship between the amount of change attempted with the effectiveness of those attempts (see the figure below).

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The Importance of Going Top-Down With Agile Requirements

February 28, 2010 — Posted by Al Shalloway

It is essential that teams understand what the business value of the stories they are working on is. We must always remember that the software we are developing is useless, in and of itself. What is useful is what it enables – either by our customers (if we are a product company) or by our own staff using it (if we are in IT). Stories always need to be pieces of the business solutions – either providing it or creating the infrastructure to provide it.

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
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Jim Trott
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Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
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Max Guernsey
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Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban