Leverage agile frameworks to provide a robust synopsis for high level overviews. Iterative approaches to corporate strategy foster collaborative thinking to further the overall value proposition.

This blog will have pups!

It sucks test

Leverage agile frameworks to provide a robust synopsis for high level overviews. Iterative approaches to corporate strategy foster collaborative thinking to further the overall value proposition.

I'm gonna add some things

Going to browse for some files here, and also test pathauto.

Read the guide. Do it.

This post will show you how to develop software good. Step 1: code Step 2: ?? Step 3: also ??

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Big shiny post

Just updated drupal and now I'm testing if editing content still works which I expect it does but you never know with drupal updates and all the contrib modules we have yikes this is a run-on sentence I think but what do I know it could be perfectly fine ok yeah I think it's fine.

Yeah let's do Scrum.

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This should go out in a few minutes

I remember going on a PRINCE2 course a few years ago, and trying to determine how this celebrated stage-gated framework might be applied to an agile mode of delivery. I was employed in the UK public sector at the time, and I had come to know how instrumental "PRINCE2 compliance" can be to the striking of a defensive organizational posture. When all eventually fails you must be able to show that you followed appropriate procedure.

It's true, everyone should use Scrum.

Something interesting about Scrum.

Lookin' good so far!!

Test

Testing publishing.

test

Will this be published in a few minute?

“I added a Refactoring Story for the next Cleanup Sprint”

"Not a tester, so what are you then?" you might ask. Being that offending is generally not helpful. Unless you try to catch the attention as I do in this blog post ;-) Let's digest the situation in detail.

Ok... Let's make this a short one.

Let me quickly describe a potential situation how this came about.

I talk to a lot of people (if the day is long enough) and so I get them to ask interesting questions like: "What have you learned recently?" or "What is your top 1 goal for 2020?"

“Shirley, anything worth having is worth working hard for.”, that was how my friend Steve Porter from S

This is a very common myth, frequent on people used to develop software only within the context of a closed scope (traditional project).

Let’s start with a question. When is the Sprint Planning over? Usually, the first answer that comes to mind is “when the time-box expires”. It is a good answer. However, we Sprint Planning is a maximal time-box.

I was honored to participate in the Women in Agile panel discussion last week.

A recurring Scrum myth I see in my training and coaching is that there is no planning in Scrum.  Unfortunately, this myth can lead to two negative consequences.

This week I had the privilege to facilitate the Zombie Scrum workshop with Christiaan Verwijs.

This post is part of a series on debunking Scrum Myths.  While my business cards say Professional Scrum Trainer, I may change that to Scrum Myth Buster.

The Scrum Team consists of 3 distinct Scrum roles that promote Self-organization: the Scrum Master, the Product Owner, and the Development Team. The accountability of each role complements the accountability of the other roles.

When Scrum is introduced in a company, most of the time, the development team embraces it with lots of enthusiasm.

THE (MIXED) BLESSING OF NEXTGEN REWRITES 

One of the recurring Scrum Myth discussions I have with colleagues, teams new to Scrum and those attending training when comparing Scrum & DevOps relate to a misinterpretation of the following paragraph from the Scrum Guide.

One common consequence of teams that do not deeply understand Scrum and the nature of its events is that they believe it is possible to run sprints which do not produce a Done and releasable increment of the product.

Clients and training attendees ask me "Can you use Scrum for something else than software?”. What they usually mean is building some other products or organizing team’s work. Let’s explore a more exotic idea.

The Scrum framework thrives on empirical process control. The inspection of observable results gives us insights in what might be most valuable next, always acknowledging that the future is unwritten.

One of the arguments used against Scrum and a common misconception at the same time is the idea that quality is traded for speed in Scrum. As a PST with years of experience in Quality Assurance I decided to challenge this myth.

At Amsterdam Airport Schiphol we're using an Agile approach to realise a large digital program. This program includes 5 value streams with multiple teams. Due the increasing scale of the program some challenges arise. For example:

IMAGINE Imagine you have just been asked to build an Agility Enablement Organization for your company. Sounds like fun, but there are some constraints you need to work within or around…

NEW YEAR RESOLUTION

In a previous post describing challenges to creating a Done Increment, I identified impediments as one of those challenges.  More specifically, NOT removing

In a previous post describing challenges to creating a done Increment, I identified too much change during the Sprint as one of those challenges.  Th

This year I was in the lucky circumstance to be part of some awesome (Scrum) teams. It certainly wasn't all "Scrum by the book" but I've learned a tremendous amount of lessons and generated lots of values insights.