If you want to ensure success, forget input measures and focus on measuring outputs. Track deliverables completed. Measure quality. Track burn down. Ensure risks are being mitigated. Measure tangible impacts to ensure value is being delivered. Measure customer and stakeholder confidence and user satisfaction.
1st Law = Maximize Pull
In my post, What’s so Wrong with Pushing, I showed by analogy how Time Blocked Iterations, Story Points and Burn Down Rate enabled a superior pull mechanism over traditional management for development teams. In this post, I’ll quantify how to maximize results from that pull system. There are three, sometimes opposing objectives in maximizing the …
What’s so Wrong with Pushing
In agile development, much emphasis is rightfully placed on burn down rate, the number of story points completed within an iteration of development. I’ve never been fully satisfied with explanations for why this measure and control of it is so critical. In reality, burndown is only meaningful when story points are limited in a time-blocked …
2nd Law = Bad News Ages Poorly
Is the cost of software defects driven more by time than the stage of its discovery?
Project Manager to Scrum Master
Many organizations looking to Agile methodologies to gain better results more quickly at lower costs are taking on the question of what is the role of a Project Manger (PM) on Agile Projects. It is common for a traditional PM to take scrum master training and then assume that role for agile development. But, how …