This time I would like to share my personal collection of manager’s errors which I have been made (at first I wanted to write “errors which I came across” pretending that other managers made them and I only witnessed these stupid errors) for the last 7 years.
Continue reading Collection Of My Favourite Project Manager’s Fails
Show me your burndown chart and I will tell you how the things are going. To be honest I am amazed how simple the things became for the project managers (does not depend whose hat PM is wearing now – scrum master, product owner) now – you need only a few metrics to be able to plan and forecast with the same success rate as it was previously. The burndown (I personally prefer burnup) chart is a very simple thing – easy to explain, easy to maintain. But it is a powerful instrument in the hands of the scrum master and the team.
Continue reading PMs guide to tricky questions: What burndown can tell you?
When we talk about the development process in outsourcing with my colleagues we usually “start” project with development phase: “So, we got that project and started with the team our sprint 1”. It is the most often phrase you can hear about the kick-off of the project. In the books about scrum you can find a lot about sprints, but so few about sprint 0 and preparation to the development. They start with “Ok, we have a list of features and we need to estimate them and get a backlog”. But where from we get this list of features? We start with design and then hang this design to the developers? Of course, not. We need a good Sprint 0 with a team to be able to start development. And then I discovered that we even need Sprint -1, where we go through the analysis of the project idea.
I just want to share my practical experience, which suits for the outsourcing software development company, that wants to deliver better product-oriented service. I am surprised how far from that we can be in some of our big outsourcing leaders.
@tisquirrel 