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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”. DeChurch & Mesmer-Magnus (2010) combined the results from 58 scientific studies and found that teams benefit greatly from knowing the skills of each of their members and knowing how to effectively combine those skills for the tasks at hand.

2004 237
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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. The science on pace and stress.

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

Scrum.org

We will share results from scientific studies that we located through Google Scholar. But adherence to a framework or prescribed process does not guarantee agility. Adherence to a framework or prescribed process does not guarantee agility.”. I prefer a process-based definition of agility. We worked with Prof.

Agile 213
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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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Top 10 Lean/ Kanban Books for IT, Software and Knowledge Work!

Digite

Several good books have been written on Kanban and its application to various business processes, especially to Scrum, since David Anderson published his original Kanban “blue book”. hours, Published 2014 by Blue Hole Press). 290 pages, Published 8 May 2014 by Celeritas Publishing). Kanban from the Inside. By Mike Burrows.

Lean 79
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Risk Management Resources

Herding Cats

A Taxonomy of Threats for Complex Risk Management,” Centre for Risk Studies, Research Programme of the Cambridge Centre for Risk Studies, University of Cambridge, Judge Business School, June 2014. “A IEEE Transactions on Software Engineering , Vol. IEEE Transactions on Software Engineering , Vol. 3, March 2002.

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Without a Root Cause Analysis, No Corrective or Preventive Action is Credible - Part 1

Herding Cats

But before going further, let's establish the definitions we need to understand and apply Root Cause Analysis needed to discover the corrective and preventive actions to increase the probability of project success - especially Software Project Success. A Case Study in Root Cause Defect Analysis,” Marek Leszak, Dewayne E.

2014 45