Re: [scrumdevelopment] Impediment Reporting
> The above does not feel to me to be in the spirit of Scrum and AgileSo your problem is this: because of your work or local culture, or
> methods. Am I missing something?
because of the personalities on your team, people are reluctant to rock
the boat by pointing out impediments.
You can let them consistently fail to meet the product owners
expectations and let them all get fired (or worse, discredit Agile
processes in your company ;-) ).
Or you can remind them that they have taken on commitments that they are
accountable for, and that one of the powers at their disposal to remedy
this is to speak up when problems arise so the SM can address them.
Are there some other techniques you would recommend instead, Ron?
- Ken's CSM course does cover Scrum pre-project steps - at different
levels of detail for different situations: New Unfunded Projects, New
Funded Projects, Ongoing Projects, Fixed Price/Fixed Date Projects. In
my copy of the methodology book, these are grouped under the title
"planning" which occurs before the first Sprint Planning meeting.
> On Thu, 07 Oct 2004 12:22:32 -0700, todd <todd@p...> wrote:lack
> > The lack of a pre-project phase in all the methodologies is major
> > in my mind.
> I would not say this is true of Jim Highsmith's APM. Do others agree
> or have a different view?
> This could be an interesting discussion thread in its own right. What
> do you do wtih the work before a project starts or is funded?
> Alistair Cockburn
> President, Humans and Technology
> Phone: 801.582-3162
> 1814 E. Fort Douglas Circle, Salt Lake City, UT 84103
> _mailto_ (http://mailto/) : acockburn@a...
> _http://alistair.cockburn.us/_ (http://alistair.cockburn.us/)
> Author of
> "Surviving Object-Oriented Projects" (1998)
> "Writing Effective Use Cases" (Jolt Productivity Award 2001)
> "Agile Software Development" (Jolt Productivity Award 2002)
> "La perfection est atteinte non quand il ne reste rien a ajouter,
> mais quand il ne reste rien a enlever." (Saint-Exupery)