We're thrilled to have Michael Sahota, a Canadian-based Scrum Alliance Certified Enterprise Coach visiting with us in April this year.
There have been various opinions and articles lately on the merits of marrying Agile, Scrum and Waterfall approaches to create hybrid models, for example Planning and Managing Development Projects: The Hybrid Way by Michael Wood.
In my previous articles in this series I have spoken about my experiences helping a government development team improve their capability.
In the first article Introducing Agile in Government – part 1: Assessing current state I assessed current state and as a result decided on an initial course of action to implement Kanban, with the goal of:
In my previous post Introducing Agile in Government – part 1: Assessing current state, I introduced that I’ve been helping a government development team improve their capability. In that post I spoke about how I assessed the team’s current state and what I found. In this article I continue discussing the experiences during the work with a focus on implementing Kanban within the team.
This is the third post in a series of three, which started as a Blab discussion with Joe Justice talking about Scrum everywhere - Adopting Scrum outside of technology teams. Joe subsequently had to leave the Blab and so in the next post Simon Bennett of LASTing Benefits and I explored the question Can Scrum everywhere be taken too far?. In this final Blab post in the series Simon and I answer the question 'What are the barriers to adopting Scrum in the business and how do you overcome these?'