According to the 6th principle of the Agile Manifesto: "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." So, does it mean that managing agile projects in the new world of large-scale remote working is impossible? Our answer is no! In the previous blog, we talked about how we ensure efficient communication with the home-based teams. In this blog, we discuss the important adjustments we’ve made to our remote Sprint Planning meetings as part of our Agile project delivery.
The quality of communication within a project team is often the most important aspect in the successful delivery of any project. Since our switch to remote working at the start of the pandemic, we’ve been faced with the challenge of using our project management tools in different ways to ensure that the quality of our communication and collaboration doesn’t suffer.
COVID-19 has turned our lives upside down. Just a few weeks ago, companies had to quickly transition all employees to work remotely. As businesses and people are gradually adjusting to the new circumstances and realising the benefits of working from home, many predict that this operation model is here to stay far beyond the crisis.
The Coronavirus pandemic has disrupted our everyday lives, both businesses and individuals are still adapting to the new reality. While the number of cases is still climbing, at times it feels like there is no end of the lockdown and crisis in sight. But it`s not all doom and gloom, we've also seen businesses and individuals come together to fight the virus, support and help each other in these difficult times.
Internship is a two-way street. Mentoring young people is an empowering experience for the employees, while for interns, it's an excellent opportunity to learn new skills and get a taste of a potential career.
Successful software delivery is based on careful planning, accurate estimation and a good understanding of what is in and out of scope. In traditional project management, projects are broken into work packages and assigned to specialists for sizing and estimation. These packages are in turn broken up into progressively smaller modules to get increasingly more accurate sizing. After that, all the sizings are rolled up, and a project plan is reviewed and monitored.
"Your most unhappy customers are the greatest source of learning."
quote from a wise Customer Service Manager
Which type of customer are you?
Imagine you receive an email with the subject "Customer Satisfaction Survey". How does it make you feel? How do you respond?
Imagine a typical scrum scene - the team gathers around the board for the daily standup, one of the team members gives his/her overview of the matters at hand. Things seem to be going well until somebody mentions a dreaded 'blocker' word. Suddenly the team panics, the ears of the scrum master perk up, and madness ensues.
Recently we attended and exhibited at the Government ICT, one of the most significant IT Public sector events in the UK. When listening to the keynotes and speaking to IT leaders from a variety of governmental bodies, the issue of citizen data sharing often came up. And no wonder, by leveraging its data organisations can provide betters service to the citizens, improve outcomes and drive efficiencies.
Not all user stories are equal. Some may be larger and more complicated than others. The challenge in agile delivery is to keep stories at the right size. That way, they are easily understood and delivered. Those that are too large pose a risk. Wherever possible, you should break them down into smaller, more manageable pieces. In this blog, I will explore factors that might lead to user stories being too 'large'?