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
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_._
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
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.