Musab barakati

“How do we get our clients to work in an Agile way with us?” A lot of companies, especially technology companies, ask this question. Understandably so, they understand the value of Agile yet the clients are rarely ready to join. So what do clients want? In short, a sense of control. And to provide a sense of control we traditionally tried to make the time and cost known, and to do that we pushed known scope. But this is a false sense of control. This attempt to make the unpredictable predictable has failed in client engagements. What we are trying to do in Agile is to flip this formula. We deliver value quickly, not just work, and give the client the ability to adjust. We need to keep in mind the value in the Agile Manifesto “Customer collaboration over contract negotiation.” Where we focus our efforts on collaborating more than negotiating. The approach will vary depending on the client and the level of trust built between you and them. Let us break them down using the Law of diffusi

Top excuses for avoiding Scrum As an Agile coach I have come across many different teams and heard a lot of complaints about Scrum. Now Agile is not necessarily Scrum, and an empty implementation of Scrum is not Agile either. Why did I need to make this statement? Because many people confuse those concepts and complain about implementations without the mindset. The focus in this article is on what excuses I heard about Scrum. What was common between all the people complaining was they either did not experience it right or did not immerse themselves in it. I am not claiming Scrum is not difficult, it is simple to start yet difficult to master and get right. You might feel you or some members of the team have those excuses and it is fine. hopefully, this article will help you understand how to use Scrum correctly and make the most of it. Our requirements change daily and we need to be Agile and a sprint doesn’t allow us to be adaptable : While a shorter cadence may be appropriate, tha