Scrum in the Enterprise
Scrum in the Enterprise: Common Issues
Free Scrum White Paper. Add to Cart & Download Today!
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"Scrum in the Enterprise" is a white paper written by Kevin Thompson, one of cPrime's Agile Implementation Specialists. The paper talks about the common issues that companies face while making the transition to Agile Development, while explaining how to prepare for and overcome them. Kevin writes about topics from how to use Scrum in a hybrid environment to how to collaborate in Scrum teams. This white paper will interest and benefit anyone who is involved with Agile projects or just interested in the methodology.
Contents include:
- Hybrid projects: Scrum and Waterfall, Together
- Budgeting
- Tracking Projects
- Management Distributed Scrum Projects
- Tools for Managing Agile Projects
- Documentation Issues
- Requirements Specifications
- Tracking
- Execution
Wiredrive Case Study
Wiredrive and Agile Development: An Agile Migration Case Study
Free Agile Case Study. Add to Cart & Download the Case Study Today!
In 2008, Wiredrive faced two major problems that had been years in the making.
The first was that it had two competing business focuses: custom Web-design; and online file-sharing services. Both provided revenues, but while the long-term potential of the latter was larger, the attention devoted to the former slowed progress on the file-sharing service.
The second was difficulty in planning and implementing new capabilities for the file-sharing service. The company’s “Waterfall” process worked, but its pace and flexibility proved disappointing.
Motivated by the second problem, the company decided to migrate from their existing Waterfall process, to Scrum. The year-long transition succeeded because all company stakeholders bought in to the need and sustained the commitment over the time required to work through the challenges.
Wiredrive’s new Scrum process increased visibility into all aspects of software development. Surprisingly, this visibility brought new clarity to business issues, as well as to development priorities. As a result, the company decided to re-write the file-sharing application to improve flexibility, and to terminate the custom Web design service in favor of the file-sharing business.
Wiredrive adopted Scrum as a tactic to improve the company’s ability to develop software, but found that it also enabled strategic business decisions that provided major benefits. As a result, Wiredrive considers the transition to Scrum to be a success.
Agile and Scrum everything you need to know
Scrum & Agile FAQ
The everything you need to know guide!
Scrum differs from traditional "waterfall" approaches to project management in many ways, but is based on sound project-management principles. Our article on Scrum as Project Management dives deeper into the similarities and differences between Scrum and traditional project management methodologies.
How Agile should your Project be
How Agile should your Project be?
A Mathematician Derives the Answer
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Abstract
Advocates of agile development claim that agile software projects succeed more often than classic plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective. Finally, we provide criteria for choosing effective process types.
Contents
1 Background
2 Common Problems in Software Projects
3 Statistics on Success Rates for Plan-Driven and Agile Projects
3.1 Scott Ambler, 2007
3.2 QSM Associates, 2008
3.3 Conclusions from the Surveys
4 Key Differences between Agile and Plan-Driven Strategies
5 Gedanken Experiment
5.1 Project Description
5.2 Uncertainty
5.3 The Plan-Driven Project
5.4 The Agile Project
6 Comparison
6.1 Comparison of Planned Project Schedules
6.2 Comparison of Actual Project Schedules
6.3 Comparison of Project Results
7 Lessons Learned from the Gedanken Experiment
7.1 The Financial Impact of Uncertainty
7.2 Risk
7.3 Value Delivery and ROI versus Time
8 Guidance for Selecting Processes
8.1 Common Processes
8.2 Selection Criteria
8.3 Decision Matrix for Process Types
9 Conclusion
10 Appendix: Task Durations for the Plan-Driven and Agile Schedules
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PMP Experience Worksheet
Free PMP® Experience Worksheet
Take control of your requirements and allocate your functional experience.
TweetThe PMP® Application Process can be a very confusing process for those who are trying to achieve their certification. We are frequently asked, "How do I know if I qualify for the PMP®." Most people don't have any idea of how to keep track of their work experience leading up to the PMP® Exam. Our managing partner Brandon Huff, has put together a detailed worksheet that compiles all of your project work experience according to the standards set forth by the PMI.
This worksheet will help you understand your experience while compiling the necessary work hours across each of the critical phases: Initiating, Planning, Executing, Monitoring & Controlling and Closing. Download it Today!
Agile-PMO
The Agile PMO
Abstract:
The development of “Agile” processes has introduced new ways of thinking about Project Management, which impact Project Management Organizations in various ways. This paper divides the range of practices commonly found in PMOs into Project Management, Program Management, and Portfolio Management, and identifies how the introduction of Agile processes such as Scrum impacts these areas. We find that Agile processes have strong effects on the conduct of Project Management, moderate effects on the conduct of Program Management, and weak effects on the conduct of Portfolio Management. Finally, we note that that Portfolio Management is more naturally aligned with Agile principles than are Program and Project Management, and conclude that one effect of the growing adoption of Agile methods is to bring the perspective of Portfolio Management down to the project level.
Contents
1 Introduction 2
2 The Classic PMO 2
2.1 Projects, Programs, and Portfolios 2
2.2 Project, Program, and Portfolio Management 3
2.3 Asking the Right Questions 6
3 How is Agile Project Management Done? 6
3.1 Project-Management Process Groups and Knowledge Areas 6
4 How is Agile Program Management done? 9
4.1 Program-Management Knowledge Areas and Process Groups 9
5 How is Agile Portfolio Management done? 11
5.1 Portfolio-Management Knowledge Areas and Process Groups 12
6 Analysis 12
7 Conclusion 13
Scrum Cheat Sheet
Scrum Cheat Sheet!
TweetDescription
This is a great reference sheet to have on hand when thinking about Scrum or studying for the Certified Scrum Master Exam. It summarizes the Scrum Roles, Scrum Artifacts, Scrum Meetings and more. Pin it up on your wall or carry it around with you to help yourself remember the key techniques of a scrum project.
Also included:
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Scrum Estimation Techniques
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Scrum Tools
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Scrum FAQ's
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Scrum Process
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Glossary of Terms
Scrum Guide
Download the Scrum Guide for Free!
TweetDescription
Scrum has been used to develop complex products since the early 1990s. This paper describes how to use Scrum to build products. Scrum is not a process or a technique for building products; rather, it is a framework within which you can employ various processes and techniques. The role of Scrum is to surface the relative efficacy of your development practices so that you can improve upon them while providing a framework within which complex products can be developed.
Scrum Guide (MP3) Audio
Download the Scrum Guide in MP3 format Free!
