scrum

A Scrum Master has only allegiance to the team. A project manager has responsibility to the team and to the organization. That means that the project manager might feel torn when the organization pressures the project manager to do something stupid. 

It can be tricky for managers and technical leaders to make the transition to agile. They’re likely accustomed to doing things a particular way. What’s more, they may try to squeeze their old ways into the new, agile approach. Here, Johanna Rothman describes why that isn’t a good idea, especially regarding stories that are too big.

Although Scrum has become an integral software project management tool in many organizations, not all adoptions have gone well-or as well as they could have. By examining the business, technology, and cultural issues that block successful Scrum adoption, Rob Sabourin offers you the knowledge and tools you need to get the most out of your Scrum practices. Explore with Rob the organizational issues that he's encountered-inability to overcome corporate inertia and internal resistance to change-and bring your own experiences to share. In addition to organization issues, some teams fail due to internal issues-the absentee product owner that allows teams to run amok, lack of tester involvement in sprint planning, failing to understand product priorities, and more. Learn how wedging old metrics programs into new Scrum frameworks distorts management's perception of progress and productivity.

You've heard the hype about Scrum: 300% increases in productivity, huge reductions in defects, happy employees, and delighted customers. You wonder-is this really possible just by holding daily stand-up meetings and having something potentially shippable at the end of each sprint? Mitch Lacey shares the mostly untold secrets that make these kinds of results not only possible but likely. He explains critical Scrum practices-promiscuous pairing, refactoring, continuous integration, and more-and reveals why it's crucial to define what "done" really means for your team and stakeholders. Discover what the books don't tell you but you've begun to suspect: Just following the rules is not enough. If you are doing Scrum already and are struggling to move beyond your initial set of practices, or if you're making some progress and want to accelerate your results, make sure to attend this session.