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Mishkin Berteig — Tue, 25 Oct 2011 14:48:35 +0000

Lotrel online without prescription, I have worked with a lot of people, teams and organizations over the last 8 years helping them to adopt Scrum and I have seen some interesting patterns about where Scrum works well and where it doesn't work so well. I wanted to share my observations to see if they correlate with what other people are experiencing.

So first off, lotrel us, Lotrel prices, I want to describe what I mean by Scrum working well:

Teams using Scrum are obviously high-performance teams whose business results are at least 4x that of normal teams.

The organization in which Scrum is being used experiences a change in culture to become more team oriented, more value oriented, cheap lotrel pill, Buy lotrel generic, and more customer oriented.

So now I can describe where I have observed Scrum to work really well:

When an organization (or team) is in deep trouble and willing to admit it adopting Scrum seems to be a catalyst for creating a new culture, process and team environment where getting out of trouble is possible, lotrel cheap price. Buy cheap lotrel online, This is Scrum for Crisis. The "willing to admit it" part is extremely important as I have worked with two organizations where the "deep trouble" part was obvious to me as an external person, no prescription lotrel, Real lotrel without prescription, but in both cases management and staff did not seem willing to admit the depth of their crisis and in both cases Scrum failed to act as a catalyst to get them out of trouble. In this use of Scrum, cheap lotrel from uk, Best price lotrel, sometimes resolving the crisis then leads back to complacency and Scrum fades away.

Small growing organizations that have no existing formal processes for development can use Scrum as an effective way to maintain their high-performance without getting burdened in bureaucracy. In this case, it is important to note that they are _already_ in a high performance state and their struggle is to maintain that while at the same time growing, lotrel online without prescription. I've worked with quite a number of small organizations where all they need is the CSM (plus maybe one or two days of coaching) to adopt and maintain Scrum, lotrel for sale. Price of lotrel, I have also worked with small organizations that were _not_ already high performance and Scrum has not typically worked to bump them up to a high-performance state.

Pure new product development where a single strong Product Owner can be identified who has the authority to make product decisions independently of anyone else (including product budget decisions). By "pure new product development" I mean that neither the individual team members nor the team as a whole have any responsibilities outside of the product work - there is no "fractional allocation" or "resource levelling" across projects or products, lotrel internet. Lotrel bangkok, The strong Product Owner is critical to success with Scrum and must understand the principles of Scrum as well as the mechanics of being a Product Owner.

I have also seen Scrum be inappropriate and not lead to the results I mentioned above:

Management teams. Lotrel online without prescription, It seems like Scrum could or should work for management teams, but it appears that managers have too much of the following problems to be able to use Scrum:
- operational responsibilities (non-creative, non-problem-solving work)
- urgent, legitimate interruptions (e.g. an escalated customer issue)
- real commitments to events or projects that are calendar based (e.g, lotrel vendors. Lotrel online sale, a management off-site)
- ego: they don't want to follow an apparently rigid process or they are always happy to make exceptions for themselves
Again, one might imagine that Scrum _should_ work to help resolve these issues, buy lotrel on line, Buy discount lotrel online, but unfortunately I have never seen it able to do so in this context.

Small teams/projects. Scrum is too heavy for teams less than 5 people or for projects shorter than 2 months in total duration, cheap lotrel tablet. Lotrel prescription, Those numbers aren't meant to be hard and fast, but when I've seen small teams/projects attempt to do Scrum they _always_ end up breaking lots of the rules partly because they can and partly because they must, lotrel medication. That said, some folks have created "Personal Scrum" and other variants, lotrel online without prescription. Cost lotrel, I'm not sure if we as the Scrum Alliance officially recognize/endorse those variants.

Purely operational work. There just isn't enough creativity/problem-solving to make the Sprint an appropriate process element, find lotrel no prescription required, Find discount lotrel, nor the Product Backlog an appropriate organizing mechanism. I have seen some operational environments get some benefit from doing regular retrospectives, lotrel online sales, Order lotrel online, but just doing retrospectives is not Scrum in my book. My experience with Kanban is still a little limited, lotrel uk, Lotrel in uk, but it seems to be an appropriate approach for these environments.

Organizations where there is very little need to change. Lotrel online without prescription, I've spent some time working with big profitable banks to adopt agile and without exception, they just can't wrap their minds around the need for Scrum... because they are already so successful as a business, order lotrel on internet. Buy lotrel, The general attitude is that Scrum is popular therefore we will call what we are doing "Scrum", but it really isn't, lotrel cheap. Order generic lotrel, It's Scrummerfall and Scrum-Butt wrapped up in the terminology of Scrum. They will adopt some Agile practices and get very modest benefits, lotrel discount. I have seen minor improvements in team morale and minor improvements in quality and productivity, but certainly not anything near to what is possible for improvements, lotrel online without prescription. Lotrel overnight, When we do assessments in this type of environment, we see Value Stream maps with waste at the 80-90% level so there is huge room for improvement.., lotrel buy online. Lotrel drug, but it just doesn't happen.

Scrum can definitely transform the world of product development. It can definitely act as a catalyst to get teams and organizations out of crisis, lotrel cheapest price. Lotrel from canada, But that isn't the whole world of work. Lotrel online without prescription, I'm also concerned about the idea of using Scrum for general project management. There might be some good practices that are part of Scrum that would also be valuable in general project management (e.g, lotrel no prescription. Lotrel sales, regular retrospectives, daily team meetings) but that doesn't make Scrum a general project management framework.

I don't claim that any of the above observations are "correct". That's partly why I am sharing - I would love to have a good discussion here about this because I think it is critical for us as Agilists to be able to answer this question well when we are asked: "what is Scrum good for?" - particularly since Scrum is by far the most popular Agile method.

I would love to hear other people's observations about where Scrum works well (as I have defined "well" above) vs. where it either is only a modest improvement to existing approaches or where it might even not work at all.

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Christian Gruber — Fri, 23 Jan 2009 14:54:24 +0000

Buy amaryl without prescription, The question of "expected velocity" and long-term planning has come up at more than one client. A recent client conversation got me thinking, however, questioning how to interpret velocity when estimating and plotting a roadmap based on a current backlog of features, buy amaryl without prescription. Assume, for a moment, Generic amaryl cheap, a backlog of story-pointed features, and 10 good iterations (consistent team, no odd occurrences that would affect velocity). Mathematically average velocity (well, amaryl price, a mean really) is a 50/50 proposition for any subsequent iteration. Some organizations don't find this level of confidence acceptable. What velocity should be reported as expected for iteration/sprint planning and roadmap forecasting, and how should it be used?

Context

Interpreting velocity, before anything else, requires some context, buy amaryl without prescription. Amaryl no rx, An agile organization that sees estimates as hypothetical might find this article is of less use. In fact, a good question is whether estimation is even a value-added activity. For this post assume an organization that sees strong value in estimation and planning.

Culture

The biggest piece of context is to know the organizational culture, order amaryl on internet. This is important in two respects, and both of these cultural factors are important because they impact how Velocity is understood within the organization.

What is Failure?

First is the meaning of failure in the organization. Buy amaryl without prescription, Is failure to deliver what was committed to by the planned date considered a failure of the team, or is it simply a fact to be understood and accounted for in future planning. Buy amaryl from us, Even in Agile organizations, the former is often true and a hard habit to break. If not delivering to expectations is considered failure and has negative consequences, then that means that estimation is being treated not as estimation, overnight amaryl, but as prediction and contract. Velocity is therefore a commitment, Lowest price amaryl, and should therefore be used conservatively.

Consistency or Speed?

The second item to know is whether consistency and predictability of delivery is of a higher strategic value than the actual rate of delivery. This is often un-stated. Usually people want fast and consistent delivery, buy amaryl without prescription. The truth is that you can get consistent, or fast software development, cheap price amaryl, or a balance between the two. Lack of trust is usually a strong motivation to encourage consistency over speed, Find cheap amaryl online, or a history of quality problems, etc. In this case, as well, amaryl in uk, Velocity is more of a boundary than an indicator.

Emotional Loading in Estimation (or why not Low-ball?)

If estimation is seen as binding, contractual, Amaryl pharmacy online, or limiting, then additional emotions get overloaded. Trust, promise, drug amaryl, and betrayal are words used in such organizational cultures. Buy amaryl without prescription, Distrust is usually a strong factor, especially between silos (business vs. technology, Purchase amaryl no rx, company vs. project management vs. customer, etc.), cheap amaryl in canada. So when people are asked to give estimates, even using agile-friendly mechanisms such as story points, Cheap amaryl, there is usually a process of cementing that estimate into a part of an accountability model, so estimates start to get conservative. People are then accused of low-balling, others are accused of irrational expectations.., buy amaryl without prescription. we've all seen this. The language clearly becomes one of contention and blame, amaryl buy drug. Even the term low-balling is often an outright pejorative term for estimating too conservatively.

This doesn't happen only in agile environments, Amaryl overnight delivery, and project managers in traditional PMBOK frameworks have long factored risk into "contingency budgets". Buy amaryl without prescription, Interestingly, however, if a Project Manager were to factor risk into the task estimates, they'd be "low-balling capacity," yet if they were to factor it out and layer it on top of the project work, it's "contingency budgeting" (At least in a few experiences I've had). Either way, someone's adding a factor for uncertainty, based on the need to predict conservatively or liberally or somewhere in between.

That's the point of the article: how can Agile projects use velocity to estimate as conservatively (or liberally) as is appropriate?

An average is a 50% chance to succeed (or fail)

Velocity is not a constant, find discount amaryl. It's a set of instantaneous values on a curve, with instances being iterations. Amaryl prescription, That means that it varies, and is therefore only meaningful statistically. So how do you reasonably use velocity statistically, and improve confidence, amaryl vendors. One way is to stop delivering against "average" velocity, buy amaryl without prescription.

A lot of coaches use average velocity over the previous N iterations. This is not helpful for all sorts of reasons, Cheap amaryl no rx, if estimation is a commitment. By definition, average (well, actually a mean, amaryl buy online, but they're close) is a 50/50 proposition. If you report the average team velocity (assuming it's accurate), Buy amaryl lowest price, then about half the time the team will be under and about half the time the team will be over, statistically. Buy amaryl without prescription, So basically an average is a crap shoot, when taken in any given instance. It's can only be good in the long run. For this to work, the long-haul has to include permission to fail and a lot of trust, amaryl in us. Teams need to be able to go miss dates but will sometimes exceed dates and it should all wash out in the end. In organizations such as I'm describing, Amaryl free sample, that trust isn't there, so. Additionally, if the language of commitment is around meeting instantaneous iteration commitments (as opposed to delivering high-quality customer value as quickly as is sustain-ably possible) then you aren't playing the long-game, online pharmacy amaryl, you're playing a very short-game.

Simulate Velocity, not work

In a PMI training course I took when I was at Sun Microsystems, Order amaryl without prescription, we were nicely informed that two point estimates of tasks are a perfect way to fail half the time, per the above logic. One point estimates are just idiotic, buy amaryl without prescription. Three point estimates were better. We simulated with a monte-carlo algorithm and found a curve and a distribution, cheapest amaryl prices, and then determined a confidence level yadda yadda. Well, Amaryl cheap, we're trying to avoid wasting a lot of time estimating up-front, but one way to start representing velocity properly is to do the same kind of statistical modelling done in traditional product management, only simulate velocity, not work items.

In this approach, buy discount amaryl online, you take the last N iterations (say 10). Determine the maximum velocity (optimistic) and the minimum velocity (pessimistic), Lowest price for amaryl, and then the mode (the velocity value that seems to occur most frequently). Then you do monte-carlo simulation Buy amaryl without prescription, so you get a statistical pattern. Now, you actually can determine an answer based on confidence. If you want to be right with an 80% confidence, amaryl rx, you pick a velocity where 80% of the simulated runs were successful. (Note - there are a paucity of excel templates to do this math automatically, Buy generic amaryl, and often they are for sale. It would be nice to have a few functions with arbitrary distributions based on min-max-mode to help this along.)

It's not perfect, and it's a potentially huge amount of administrative overhead. Elsewhere I've referenced blogs that entirely oppose any estimation at all, but if you are gong to, then working statistically with simulation is the only way to take small sample numbers meaningful.

Commitment Velocity: Low-Ball as a policy.

Another approach, one perhaps controversial, but taught by some Scrum trainers is to pick the lowest historical delivered velocity, buy amaryl without prescription. This is a commitment-based approach, order amaryl overnight delivery, on the assumption that building trust around consistent delivery is critical to building sound relationships where product owners and teams can safely state their needs and get things done with a minimum of contractual behaviour. By taking the minimum, Find amaryl without prescription, you force a low-ball capacity, which means you can have high-confidence of success after a few iterations. You have, likely, amaryl pills, after a while, some spare time on your hands. Amaryl in australia, Teams can then choose to pull more work in (without adjusting their commitment velocity), work on "technical debt", improve their skills, etc, amaryl for order. Buy amaryl without prescription, A team could raise their commitment velocity in certain inflection points in the project. A new team member is added that provides a necessary skill not previously available, and after a few iterations the team is consistently hitting a higher number, Amaryl, but this is a careful process to ensure that they are committing, and if they don't make their new number, it goes down to what they got accomplished.

Indemnify teams' learning

An arguably healthier option, if you have built enough trust, is to simply indemnify a team from failing to meet the estimate. Since you're doing mathematics on actuals to generate an expected future number, everyone can acknowledge that past behaviour is no guarantee of future behaviour, and simply use it for capacity planning. In this case, estimation is actually estimation, not commitment or contract. The team is expected to be ahead sometimes, and behind sometimes. The upside of this is that a lot of extra time isn't spent playing with fictional numbers, buy amaryl without prescription. Teams are spending their efforts on delivery as quickly-yet-sustain-ably as they can, and the organization treats them as trusted professionals in this. The temptation to assume you can predict the future is seen as folly, and the estimates are used to guide overall direction, not to make outward customer commitments.

Don't be mindless

There may be other approaches, I'm sure. The agile community is certainly not short of people who love this topic and can talk for hours on "proper" estimation. The point of this post is merely to point out some options, and ask you to look at your organizational culture, team culture, customer culture, the meaning of terms like commitment, failure, success, consistency, speed, etc. Buy amaryl without prescription, As you understand the culture, balance consistency vs. speed, trust, and other factors to choose a method of estimation that meets your goals. Don't do estimation based on your own, internal cultural assumptions, as you may have developed or been taught techniques that are useful when and where they were taught, but may no longer be so. Or maybe they weren't so useful then either. Regardless, this because estimation cuts at the heart of the dialogue between producer and consumer, and establishes parameters for that discussion, it's critical that you think your choice through.

[Christian also blogs at http://www.geekinasuit.com/]

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Jim Heidema — Mon, 29 Sep 2008 18:46:57 +0000

AGILE Project Management with Scrum -A book by Ken Schwaber Buy colchicine without prescription, Prior to the Certified ScrumMaster seminar I attended in August 2008, I read the book by Ken Schwaber called Agile Project Management with Scrum based on a recommendation from Mishkin Berteig. After attending the seminar and becoming certified as a ScrumMaster I re-read the book. The second reading was much more valuable than the first for I had a much better understanding of Scrum. Here are my comments on this book.

What have I learned?

1. The adoption of Scrum methodology is more about changing roles and behaviours than it is about embracing a new process.

It was obvious to me and to Ken that one of the greatest challenges facing those individuals when moving from a their current environment to a scrum environment was that they would need to change their behaviours. In the former environment the team member would be directed and inspected based on what their project manager told them to do. The PM is the boss and the team members are somewhat powerless. In Scrum the team members take responsibility for their commitments and communicate their accomplishments on a daily basis. The hardest change occurs when the project manager is asked to become a ScrumMaster. The project Manager is familiar with assigning tasks and personally inspecting results, best price colchicine. Purchase colchicine online, In the scrum environment they are the servants of the team, removing obstacles and facilitating the process. As Ken states in this book some project managers have great difficulty transitioning into the ScrumMaster role. They are unwilling to give up the power and position as a project master. It is hard to move from the leader of the pack to become the sheep dog herding the sheep, colchicine online stores. Discount colchicine overnight delivery, 2. Scrum is unforgiving for if you do not apply the fundamental principles it is likely your efforts to adopt Scrum will fail.

As I reviewed the numerous case studies Ken chronicled is was apparent that when organizations, Team members, colchicine in malaysia, Best price for colchicine, Product Owners and ScrumMasters followed the terms, conditions and guidelines of the Scrum methodology, buy colchicine online australia, Buy colchicine on line, they tended to deliver on their commitments. When they misunderstood, misused or deleted some portion of the methodology they tended not to accomplish their objectives. The methodology is well thought out and works in many situations when used appropriately, colchicine price. Buy colchicine in canada, 3. Scrum enhances individual and team expertise.

I agree and totally support Ken’s opinion about the value of Scrum. I have no doubt the individual team member is empowered and has a greater sense of achievement. Obviously based on his case studies, colchicine side effects, Low price colchicine, Ken builds a strong case that Scrum allows the team to deliver quicker. The process is more change adaptive, responsive to customer needs, sale colchicine, Cheap colchicine from canada, timely and economical than traditional methods. Greater energy and capacity is released in the team and individual team members. Colchicine pharmacy online. Order colchicine on internet. Cheap colchicine overnight delivery. Buy colchicine no prescription required. Colchicine online sales. Colchicine online cheap. Cheap colchicine on internet. Colchicine overnight. Buy cheapest colchicine online. Cheap colchicine online. Colchicine overnight shipping. Colchicine purchase. Buy cheap colchicine online. Colchicine rx. Cheap colchicine from uk. Colchicine buy. Find cheap colchicine online. Colchicine online without a prescription. Cheap colchicine no prescription. Generic colchicine cheap. Find discount colchicine online. Colchicine drug. Buy colchicine online without prescription. Approved colchicine pharmacy. Buy discount colchicine. Buy colchicine us.