The power of Agile is that it leverages human behaviour as a means to achieve a goal. By understanding the theories behind the human behaviour you can better utilise them and make the most of Agile. This article will contain a consolidated link to all of the articles that I write under that title.
“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” — Abraham Lincoln
Article #1 — Learning and Motivation
Tying Kolb’s Experiential Learning Cycle (ELC) to the Scrum SprintLinking Intrinsic Motivation Theory to Agile practices
Article #2 — Scrum Ceremonies
Tying the numerous relevant theories, laws and observations to the Scrum Ceremonies;
- The Daily Scrum (Stand-up) Meeting
- The Planning Ceremony
- The Sprint Review / Demonstration Meeting
- The Sprint Retrospective Meeting_._
Article #3 — Scrum Roles
Image source: Jone Cummings, bsnscb.com
Applying the relevant Psychological, Business & Management theories to organisational behaviour and the following roles:
- Senior management
- The Product Owner
- The Scrum Master
- The Team
Article #4 — Scrum Backlog
Xopher Wallace — Man holding lights
Tying the numerous relevant theories, laws and observations to the Scrum Backlog;
- The Backlog itself
- The User Story
This concludes my exploration and analysis of the underlying theories behind Agile, with a particular emphasis on Scrum. In time, I’m sure I’ll find that the series wasn’t exhaustive, but I hope that you have enjoyed reading / skimming some of it and maybe learned something along the way.