It's easy to lose track of Scrum principles and best practices. Do these Scrum anti-patterns affect your development process?
There's a saying in the Agile community -- Agile is simple, but it's not easy. All too often Scrum teams cut corners or abuse the Scrum framework -- they do the easy parts of Agile without doing the hard parts. These teams may see initial short term gains, but sooner or later, meet challenges, frustration, and in many instances, failure.
For example, one of the principles behind the Agile Manifesto is "Business people and developers must work together daily throughout the project." This is usually a big cultural change and can be uncomfortable for developers and business people who often don't speak the same language. Daily collaboration between developers and business people creates the feedback loop and ability for course correction that ensures what's delivered at the end of the sprint is just what stakeholders want. This collaboration is critical to the Scrum process, and is sometimes one of the hardest practices to begin and maintain.
How often do you leave software documentation undone because it is seen as a low priority compared to moving on to the next coding assignment? Similarly, some Scrum teams forgo Sprint Retrospectives due to lack of time or perceived lack of value. Inspection and adaption are cornerstone principles to building high-performing Scrum teams. You can only achieve continual improvement when you pause to reflect on what's working well, what's not working well, and make a conscious decision to adjust your practices. Small tweaks can mean the difference between project success and failure. Done right, the Retrospective can be an interesting and even fun meeting that yields valuable results.
IT's Reputation: What the Data SaysInformationWeek's IT Perception Survey seeks to quantify how IT thinks it's doing versus how the business really views IT's performance in delivering services - and, more important, powering innovation. Our results suggest IT leaders should worry less about whether they're getting enough resources and more about the relationships they have with business unit peers.
What The Business Really Thinks Of IT: 3 Hard TruthsThey say perception is reality. If so, many in-house IT departments have reason to worry. InformationWeek's IT Perception Survey seeks to quantify how IT thinks it's doing versus how the business views IT's performance in delivering services - and, more important, powering innovation. The news isn't great.
InformationWeek Tech Digest, Nov. 10, 2014Just 30% of respondents to our new survey say their companies are very or extremely effective at identifying critical data and analyzing it to make decisions, down from 42% in 2013. What gives?