Performance Measurement of Scrum Team


Performance

Information technology methods and systems ease gathering data and performance measurement. Although it is not always possible to model real life, without assessing the quality of input and output data, quantitative values can be obtained so as to measure performance. Unlike traditional project management, specific performance measurement approach was redesigned for Scrum models and its metrics were taken place in literature. These metrics can be explained as the following.

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How to put agile methodologies into practice in ERP projects -4


An ERP project consist of following components. In this and upcoming blogs we will try to answer what we can do in terms of being agile within each component. This blog covers the “Development” and “Integration and User Acceptance Tests” components.

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COMMUNICATION IN SCRUM


As in every business, communication and interaction have tremendaous importance in software development. At the top of agile software development manifesto it says;

“Individuals and interactions over processes and tools”

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How to put agile methodologies into practice in ERP projects -2


An ERP project consist of following components. In this and upcoming blogs we will try to answer what we can do in terms of being agile within each component. This blog covers the “Analysis” and “Setup and Data Entry” components.

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Agile Strategy


Agile Strategy Process

Strategy and agility are often evaluated as poles apart. Strategy traces a clearly defined way over carefully selected series of actions, in other words it follows previously defined systematic way. Agility is seen as the embodiment of opportunism. They both need each other as inevitable. Agility without strategy is a central planning. Strategy without agility causes confusion.

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Positioning Product Owner Role In Organizations


Scrum processes on three main role that are Scrum Master, Product Owner and Development Team, which constitute “Scrum Team”. In this article I will be specifically focusing on the Product Owner role in the companies which transformed their organizational structure into Agile from traditional Project Management methods and address the conflicts which people are facing after repositioning their Project Manager Role. Organizations which are not able to fully integrate all its units to the Scrum fail to execute the Scrum Method due to lack of information, education and invented definitions such as “Project Owner”. Thereof, the consequences and execution are more likely against to the Scrum logic.

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Roles In Agile Project Management


It is inevitably true that one of the most important factors of project success in project management is fulfilling responsibilities by appropriate role definition. In agile project management except traditional project management roles, customized roles and responsibilities are needed. Scrum techniques covers phenomenon of team the best among agile project management approaches. Roles in agile project management is established on mechanism enabling different teams’ working integrated owing to including both software team and business side. These roles can be defined as Scrum Master, Product Owner and Scrum Team in a basic manner.

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Estimation Techniques in Scrum


Wideband Delphi Process Flow

I will mention in this article 3 types of Agile estimation techniques: Wideband Delphi, Planning Poker and Anchoring.

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“The Product Backlog, The Sprint Backlog and the Burn Chart: Three artifacts of Scrum Framework”


The Product Backlog, the Sprint Backlog, and the Burndown Chart are the three major elements defined by Scrum Agile framework.

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ORGANIZATIONAL AGILE MATURITY


Maturity models can be described as a set of plans aiming long term and continuous organizational development of human resources, processes and technology in order to improve their performance. Organizational Project Management Maturity Model (OPM3), The Portfolio, Program, & Project Management Maturity Model (P3M3), and Capability Maturity Model Integration (CMMI) are some of the most recognized maturity models. All that models are based on total quality management steps, which are defining, measuring, analyzing, improving and controlling. For information technology organizations Capability Maturity Model Integration (CMMI) developed by Software Engineering Institute is accepted as ideal. Nonetheless, as a result of that dynamics of agile and methods described in CMMI do not fully coincide, Agile Maturity Model (AMM) was developed for organizations adopting agile methodologies.

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