What is the key to high productivity via Scrum? According to Alex Brown, Chief Operating Officer at Scrum Inc., it all comes down to the retrospective and the “happiness metric.”
“We find that Scrum teams that aren’t making dramatic velocity increases each sprint are usually not devoting enough time to the retrospective at the end of each sprint,” Brown explains in this short video. Retrospectives are crucial in allowing the team to review their processes and identify the single improvement that would most benefit the productivity of the team.
In this week’s Labcast, Alex Brown, the Chief Operating Officer of Scrum Inc. discusses the critical role executive leadership plays in successful Scrum adoption.
He also walks listeners through the challenges, solutions, and benefits of getting executives engaged and on board with the development methodology from day one.
A better product, right from the start: that’s what you can expect from user experience ROI. Save your development time for new work instead of costly, tedious rework.
Dr. Susan Weinschenk, founder of the Weinschenk Institute, explains the value of user experience ROI in this animated video. Drawing on data from an IEEE report, Weinschenk says that the “amount of money that is spent worldwide in information technology is estimated at one trillion dollars a year,” but the “amount of time that programmers spend on rework that is actually avoidable is 50 percent of their time.”
While every company should be taking advantage of the competitive advantage that Scrum offers, not every employee starts out with the right qualities needed to be a truly successful Scrum Master.
According to Alex Brown, Chief Operating Officer and Chief Product Owner at Scrum Inc., there are three qualities every great Scrum Master possesses.
Though most widely associated with the creative team environment of software development, adapting Scrum to other environments is easy and just as effective.
Alex Brown, Chief Operating Officer and Chief Product Owner at Scrum, Inc. explains why companies can’t afford to lag behind in productivity, and how using scrum can help.
In their attempt to walk the righteous path toward expansion and growth, many software companies can find themselves led astray by temptation.
“Companies today are often so focused on growth that they commit one (or several) software development sins,” writes Magne Land, scrum master and tech lead at RightScale, a provider of multi-cloud management.
Over the course of more than a decade in the Internet industry, Jeremy Horn has witnessed some pretty seismic shifts in the constantly evolving technology landscape.
One that he’s particularly happy to see is this emerging trend: Companies are no longer afraid to ask customers to pay for their products.
For all its benefits, some argue there may also be flaws and risks to following a system originally designed to produce a million Toyotas.
It sounds like a simple plan for startup success: Launch a minimum viable product, test it, learn from it, and rework it accordingly. But “as trendy and popular as ‘lean’ is these days,” argues Jon Burgstone, co-founder of SupplierMarket and author of Breakthrough Entrepreneurship, “launching lean can be a really, really bad idea.” In a guest post for Inc., Burgstone takes on two tenets of the lean startup concept: releasing minimum viable products and adopting “innovation accounting.”
