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In-Depth: How Easily Biases Distort What We Believe (In The Workplace)

Scrum.org

This series is not about easy answers or practical tips, but to develop a more complete understanding of what may be going on. So whenever you or a group you are with needs to validate an assumption or a belief, also consider what you’d need to see to challenge that belief. Learn how the impact of eight common biases? Survival bias.

2015 218
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In-Depth: How To Create Better Work Agreements For Your Team

Scrum.org

Some find the process of creating them “childish” or “a waste of time”. Note that we’re using functional job titles here for clarity; not all companies use them, and the Scrum Guide only talks about “developers”. For example, teams could agree to a time-out and a group conversation. And there is some truth to that. C., & Lei, Z.

2004 228
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Unlocking the Power and Mastery of Development Approach and Life Cycle

Project Pulse Journal

This domain, as established by the Project Management Institute in the PMBOK 7th edition, addresses the underlying apprehension many face: the potential overcomplication of project management processes. Your pursuit of streamlining and enhancing project management processes led you to a pivotal crossroads.

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In-Depth: The Science On Sustainable Pace, Stress, And Motivation

Scrum.org

Many studies have shown that stressed developers make more mistakes (Furuyama, Arai & Lio, 1996, Sonnentag et. High-stress environments are also more likely to burn developers out (Sonnentag et. The neurological processes for this are also well-understood. In Achieving Quality in Software (pp. Furuyama, T., Kalota, M.

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A Compendium of Works to Increase the Probability of Project Success

Herding Cats

Managment Processes. Software for Your Mind: Patterns and Anti-Patterns for Creating and Maintaining a Shared Vision. Integrated Master Plan: The Foundation of Program Success , College of Performance Management, May 21, 2014. Product & Process Development Kaizen , LPPDE, Denver, Colorado, April 21-23, 2008.

2003 54
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In-Depth: The Evidence-Based Business Case For Agile

Scrum.org

Throughout this post, we define them as “all users, customers, and other people or groups who have a clear stake in the outcomes of what this team produces, and invest money, time or both in making sure that happens”. But adherence to a framework or prescribed process does not guarantee agility. The first term is Stakeholder.

Agile 205
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Software Estimating Resources

Herding Cats

So start here to build your academic foundation, that can be put to work to build a foundation of validated experience of making estimates in the presence of uncertainty and protect yourself from fallacious claims that estimates are a waste, not needed, and produce bad resulting in the decision making process for those paying you to produce value.