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Subject: Re: One way that works to show value in SCRUM - msg#00237
List: programming.scrum.general
A government agency delivering more functionality for less money???
Does your supervisor know you're doing this? You may be setting
yourself up for a budget cut next year. ;-)
'Sorry, I couldn't resist. :-)
Mark
--- In scrumdevelopment@xxxxxxxxxxxxxxx, "Alex Sirota"
<alexsirota-yahoo7296@xxxx> wrote:
> Hi folks,
>
> I am finishing leading a project team in a sprint right now. We had a
> legacy "project charter" template that was being used by our
> technical lead to define the content of the SCRUM. In fact due to the
> fact that our cycle is completing before we have had a chance to
> finish the documentation we are now reviewing the project charter
> initially spelled out at the beginning of the sprint.
>
> The lesson: The forecasted charter and the actual charter is showing
> that we are delivering more scope (not less) and under budget. This
> forecast vs actual analysis for every sprint can show a clear value
> for doing SCRUM-type activities.
>
> Our daily scrums have proven absolutely critical to making sure we
> are on target, every day, and while our tech lead has not been to
> every meeting the client (me) and the programming team talk on the
> phone or face to face every business day.
>
> I believe that plotting the forecast schedule vs actual schedule and
> forecast costs vs actual costs on a per sprint basis can show clear
> value for SCRUM... This is an accidental finding, of course. Your
> mileage may vary.
>
> -Alex Sirota
> Ministry of Economic Development and Trade
> Government of Ontario
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Trouble with ScrumMaster.xla
Hi,
I recently signed up for the ScrumMaster Certification class to be
held in September. Ken sent me the file ScrumMaster.xla but I
wasn't able to open it. I have Excel 2000 and Ken felt that might
be the problem. He suggested that I post this message to see if
anyone has a work-around.
Thanks,
Ron
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RE: Dilbert on Stand-Up Meetings
mdwyer@xxxxxxxxxxxxx wrote:
> Ah someone else has a daily dilbert addiction
I trust we all saw the Extreme Programming Dilberts from Jan03?
If not, feel free to drop me an e-mail and I shall find them for you...rather
than breach copyright on this group.
Rgs
--Craig
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One way that works to show value in SCRUM
Hi folks,
I am finishing leading a project team in a sprint right now. We had a
legacy "project charter" template that was being used by our
technical lead to define the content of the SCRUM. In fact due to the
fact that our cycle is completing before we have had a chance to
finish the documentation we are now reviewing the project charter
initially spelled out at the beginning of the sprint.
The lesson: The forecasted charter and the actual charter is showing
that we are delivering more scope (not less) and under budget. This
forecast vs actual analysis for every sprint can show a clear value
for doing SCRUM-type activities.
Our daily scrums have proven absolutely critical to making sure we
are on target, every day, and while our tech lead has not been to
every meeting the client (me) and the programming team talk on the
phone or face to face every business day.
I believe that plotting the forecast schedule vs actual schedule and
forecast costs vs actual costs on a per sprint basis can show clear
value for SCRUM... This is an accidental finding, of course. Your
mileage may vary.
-Alex Sirota
Ministry of Economic Development and Trade
Government of Ontario
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Re: Digest Number 693
>From Hubert:
>I use it within a sprint, like you say. When you have a 100 or so
>people working on a project a backlog does no longer work.
I would say that if you have 100 people on a team then whatever you're
doing isn't Scrum any more. Does everyone get just 9 seconds to talk in
each daily Scrum?
>One needs pictures. Which is what a Gantt chart is for me.
One of the things implied with a Gantt chart is that someone has divided
the tasks up, decided who will do what, and both how and when they will be
done. So my question is: who does that? In a Scrum environment, that
should be done by the team. And furthermore, that should only be done if
the team decides that is how that it wishes to approach the problem of
organizing the work. Technically, you can't tell the team to make a Gantt
chart, you can't even tell them to organize the work and report it to you
so that you can make a Gantt chart. (I'm saying these things like they are
rules, which thery aren't. Obviously you do what you need to do to get the
work done; and if one of the things you need to do is to remove the
independance of the team then so be it.)
Dave Barrett,
Lawyers' Professional Indemnity Company
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