TL;DR: Use Burn-Down Charts to Discover Scrum Anti-Patterns
A burn-down chart tracks the progress of a team toward a goal by visualizing the remaining work in comparison to the available time. So far, so good. More interesting than reporting a status, however, is the fact that burn-down charts also visualize scrum anti-patterns of a team or its organization.
Learn more about discovering these anti-patterns that can range from systemic issues like queues outside a team’s sphere of influence and other organizational debt to a team’s fluency in agile practices.
What looked like a good idea back in the 1990ies—outsourcing, for example, software development as a non-essential business area—has meanwhile massively backfired for a lot of legacy organizations. And yet, they still do not understand what it takes to build a decent product/engineering culture. Learn more about typical anti-patterns and are signs that the organization has a toxic team culture.
Scrum has proven to be an effective product delivery framework for digital products like applications or apps. However, Scrum is equally suited to build the wrong product efficiently as its Achilles heel has always been the product discovery part. What product discovery part, you may think now. And this is precisely the point: The product owner miraculously identifies what is the best way to proceed as a team by gating and prioritizing the product backlog. How that is supposed to happen is nowhere described in the Scrum Guide. Consequently, when everyone is for himself, product discovery anti-patterns emerge.
From sunk costs, HIPPO-ism, my-budget-my-features to self-fulfilling prophecies — learn more about the numerous product discovery anti-patterns that can manifest themselves when you try to fill Scrum’s product discovery void.
Learn more about agile management anti-patterns the aspiring agile manager should avoid during the organization’s transition. From stage-gate through the back door to the ‘where is my report’ attitude.
TL;DR: How to Improve Stand-ups for Co-Located and Distributed Teams
You’re at another painfully slow stand-up meeting. It feels like it’s never going to end. You begin thinking to yourself, "if I casually sneak out, will anyone notice?" Stand-ups don’t have to be this way. Learn how to improve stand-ups in this guest post from Jonathan Weber.