Sprint Execution
Change management requirements should be evaluated at the start of a project. Projects with a high degree of risk, uncertainty, or complexity should consider shorter sprint execution cycles of 1-3 weeks. This will provide for rapid adjustment of the features. Projects that are characterized by stable features can use longer delivery cycles of 4-6 weeks.
One item that is not generally changed is the user stories that have been agreed upon for delivery in a sprint. A rare exception can be made if a team realizes that they have severely overestimated. Then, they may consider adding additional user stories. This assumes that the stories have been prioritized in advance, meet the number of story points available and has the approval of the product owner.
Sprint Retrospective
Agile is a group of methods based on collaboration between self-organizing teams. The Agile manifesto specifically focuses on the ability to respond to change rapidly as one of the benefits of following the principles. The sprint retrospective ceremony is a step in identifying changes in projects. Scrum team members, the product owner and scrum master have an opportunity to review risks, what worked well and where improvements are needed. Any changes should be evaluated for possible inclusion. Risks and feature updates will be managed by the product owner. Some changes may require a review with the stakeholders. Changes to the development processes, new tools required and staffing updates are the responsibility of the scrum master to facilitate. The sprint retrospective may also be a time where the product owner can identify that the ROI for the product has been achieved through earlier releases and decide that additional features can be postponed or eliminated completely. This allows the organization to adopt to rapid change in remobilization of valuable skills and funds.
The Agile scrum framework is a well-defined set of ceremonies, artifacts, and roles that enable strong change management. Collaboration across cross-functional teams, transparency and frequent discussions allow organizations to rapidly change based on fluctuations in market conditions. Most organizations start using the Agile scrum framework to focus on delivery. The reality is that this framework is an excellent way to adapt to ongoing change. The change is not simply related to technology but, also to product acceptance, market fluctuations and organizational movement.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios