 |
The product owner role, or any similar role such as the XP customer representative, is arguably the critical success factor for an agile team.
|
072 |
 |
Many of the challenges agile teams encounter can be traced back to an unavailable, disengaged, or indecisive product owner.
|
072 |
 |
Agile teams have one simple rule when it comes to roles: you do whatever it takes to help your team get the job done.
|
082 |
 |
…if we honestly believe in Lean and Agile economics, then we need to manage flow rather than utilization.
|
134 |
 |
Agile fiction and coding-centric thinking makes us believe that an omniscient product owner magically conjures well-forced, right-sized rocks for a team.
|
141 |
 |
…the point of agile is to be responsive, not random. Randomness breaks flow.
|
196 |
 |
The agile business analysis fast learning cycle starts with a value hypothesis: If we do we will realize .
|
202 |
 |
Do context diagrams and functional decomposition diagrams for your project. They are for both traditional and Agile projects. They make a world of difference.
|
079 |
 |
Failure can make you stronger and more agile if you choose to learn from it.
|
151 |
 |
Fragility is the price we pay for a hyperlinked world where all the slack is optimized out of the system.
|
186 |
