Remove Cadence Remove Process Remove Technical Review Remove Workshop
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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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Improving SAFe Through Professional Scrum

Scrum.org

To use the leadership styles model we discuss in the Leading SAFe class - the starting point is more of an orchestrating and technical expert kind of leadership stance and the goal should be to evolve towards a more serving the team and the process style over time. SAFe has a cadence at the Team and Program levels.

SCRUM 137
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58 Product Owner Theses

Scrum.org

The Product Owner theses also address the Product Owner’s part in Scrum events from Sprint Planning to Sprint Review to Sprint Retrospective, and the Daily Scrum. Process-wise, the Product Owner is accountable for effectively managing the Product Backlog, thus “owning” the product on behalf of the organization.

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The Increment Is Dead

Scrum.org

The Increment that had to be potentially releasable caused you a lot of pain as you were trying to improve your processes and capabilities, implement Continuous Integration, and finally gain the ability to actually have a releasable Increment each Sprint. A lot of people see the Scrum Sprint as mainly a release cadence.

Cadence 134
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Improving SAFe thru Professional Scrum

Scrum.org

To use the leadership styles model we discuss in the Leading SAFe class - the starting point is more of an orchestrating and technical expert kind of leadership stance and the goal should be to evolve towards a more serving the team and the process style over time. SAFe has a cadence at the Team and Program levels.

SCRUM 113
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The Sprint Increment Is Dead

Scrum.org

The Sprint Increment that had to be potentially releasable caused you a lot of pain as you were trying to improve your processes and capabilities, implement Continuous Integration, and finally gain the ability to actually have a releasable Increment each Sprint. A lot of people see the Scrum Sprint as mainly a release cadence.

Cadence 127
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How I transformed “multiple Scrum teams” into “multiple team Scrum”

Scrum.org

I was successful with optimising for feature size that could be delivered in a two-sprint cadence. This approach is ideal to get a cadence from the influx of new features to done, closing the empirical process control loop from design to delivery. The teams all created a list of emerging technical debt on their component.