ScrumMaster: Appointed or Team-Selected?

The selection of a new Scrum team’s ScrumMaster can impact the success or failure of the team's Scrum adoption. Choose the wrong person and the team could face the uphill struggle of trying to become self-organizing while under the thumb of a command-and-control style manager. Choose the right person—matching the skills of the new ScrumMaster with the initial needs of the team—and the team will have an incredible headstart in adopting Scrum.

Writing Contracts for Agile Development

User stories are a great way to get people talking about requirements. However, there's a reason why we invented the written word: to make sure that nothing we've said is forgotten or misunderstood. This article explains why contracts are a good way to capture not only the user stories themselves but also to spell out what constitutes the successful implementation of each story.

Metrics You Can Bet On

Numbers may not lie, but measurements can sure mislead you. This article explores two myths about metrics and management and offers guidelines for devising project metrics that won't leave you broke and busted.

Sprint Planning

Many teams try to divide and conquer when it comes to sprint planning, often with disjointed and disappointing results. This article explores why planning, like so many other agile practices, should truly be a team sport.

The Certainty of Uncertainty

If the only certain things in life are death and taxes, why do so many teams think that if they plan well enough they're somehow going to add software to that short list? This article deals with the mistakes team make when they try to account for every potential need and how best to plan for those things that users don't even know they want (or don't want).

Change Is Good…Or is It?

Change may be a constant, but it doesn't have to be constant. By following some simple guidelines, you can choose when and if you will allow adjustments to planned work during an iteration.

Waterfall 2006

This tongue-in-cheek article offers humorous insight into the pitfalls of the waterfall process. You'll find yourself laughing at agile experts gone mad. You might even recognize some of your own company's policies taken to an extreme.