I am a huge acolyte of Scrum. On many computers, this makes me a minority of one.I have been on several computers that have used the Scrum project management methodology for software development and technical documentation production. in each case, the backlash against Scrum was so great that these teams finally abandoned in favour of this tried and true methodology called "what we were doing before Scrum."
"What is it that makes it resistant to Scrum teams? in my experience, there are three major points of bloqueo.La good news is that none of them need to be fatal. Computers may and it should adjust Scrum to meet the needs and the temperaments of its members.
(1) No one likes to adapt a "new process".
People are creatures of habit. Most of us do not like change. We're particularly reluctant to change when you mean more work!And no doubt thereon: especially in their early stages, Scrum is trabajo.El team should create a product backlog, a long list of items in the tasks of less than 16 hours. Members of the team should assign projected costs to its quanta work first, usually for the first time in history. Daily meetings, while short, interrupt the flow of the working day. (Learn more about the daily meeting below.)All this sudden change breeds anxiety, resentment and fatigue.
Scrum is structured as an iterative and incremental process. Ironically, the most computers do not have an iterative and incremental approach to Scrum!Computers in order to deal with Scrum projects should consider adapting some features at a time, instead of the kit and caboodle. For example, a team can spend a month or two, using the concept of a backlog of sprint, not worry much time estimate or meeting diaria.O team can decide to go the full scrum, but use the process to a launch point to a major shipping date.
(2) Everyone hates the daily scrum.
In the Scrum, the entire extended team, including staff development, management and project stakeholders, meets every day for no more than 15 minutes (ideally) .Esto is called the daily scrum. Each team member is supposed to discuss three things: what worked yesterday, what you plan to work today, and if you have encountered any blocking issues that prevent them from completing their work items this sprint.It is the duty of the designated ScrumMaster for this sprint facilitate troubleshooting locking.
In theory, the daily meeting is a wonderful idea, a check of regulating, which brings together all stakeholders in an atmosphere of collaboration. in practice, the world hates you. In a corporate world chock full of meetings, the daily scrum is only an encounter. And, for the majority of the members of the team, is a boring and pointless meeting.Unless significantly behind it or found blocking problems, the daily scrum feels like a waste of time.
One of my computers, we have tried every which way but loose to restructure the daily scrum.Since our team was extended in the United States, took us to the meeting on instant messaging, where everyone could paste your daily status in the chat window instead of reading it.Finally left the daily meeting in full and returned to our weekly meeting regularly equipo.Continuamos to send a regular burndown chart, showing how quickly with we were solving WorkItems, and if we were on track to finish this sprint in time.
(3) Estimate of the duration of the task can be a nightmare for some projects.
Want to know how long a software development or will have the task of technical documentation: Easy: take their best guests and double of what!Estimation of programming is an art of black that very few of us dominate.Hell, most of us would be happy to be mediocre in it.Does not help, in the words of Rockwell, always feel as someone is watching us: If our estimates are wrong, we fear that the management of the wrath of God will drop on us.
CJ stated goal is to empower developers to control its development programme.Administrators and the product owner can (and do!) still drop-dead.Pero dates set the members of the team of assigned estimates of time each task, and then work together with management and the owner of the product to determine functions that can be completed in the time allotted. planning is usually done as a team with a game called poker planning effort, in which team members assigned repeatedly your best estimates for project tasks until you team to reach a consensus.
This planning approach does not work well for all types of projects, without embargo.Proyectos maintenance and technical documentation in particular are generally composed of many small and discrete tasks that take much less than half a day to completar.Para such projects, estimated at a finer level of granularity (less than four hours) is a nightmare.
Now, there is no more than the estimate for project planning and control of the costos.Pero for many computers need, there is also no need to plan everything down to the man-hour.Uno my documentation teams routinely trafficking in a large number of errors that were infinitesimally small; these errors usually took less than 15 minutes for several frustrating months solucionar.después allocate time quanta that eventually settled on the concept to these work items, of "t-shirt sizes," rating on a scale between XS (extra small) bugs and (extra large) XL, with each rating assigned an approximate time interval (XS = less than 15 minutes, S = 15 to 30 minutes, and so successively) …with time, we have developed a better sense of the amount of time of each category of bugs that consumes, and how many of each type of error could be resolved within a landmark publication only.
Remember that there is no final authority dictating that your team must implement Scrum "by" the same way as other agile methodologies libro.Al, Scrum is nothing more than a collection of good ideas.Tomar what you think, your team can use and take on an idea at a time.
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