Scope Creep v Flexible Scope – Undisciplined v Agile

Bart asked “What do I do when agile is abused as an excuse for scope creep?” with the sub-text “You’re agile so you’re flexible, no?”. I say point out the difference between scope creep and flexible scope. Agile makes changing scope a zero sum game – that gives flexibility without the creepiness.
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TPM – Project Manager who is technical or technical person who manages?

I squirm when I see a job description for a “Technical Project Manager (TPM)”. My experience is that an organisation advertising for a TPM is often confused about what they are looking for. Do they mean a project manager who is technical or a technical person who provides some coordination? Often you’ll find both types in the same “project management” team.
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How to get Agile experience as a project manager? Just start

Tim felt in a Catch-22 situation. He wanted to break into Agile, however, without experience he had little chance of landing a job running an Agile project. He felt stuck and wanted help to find a way forward. My advice – just start.
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Little’s Law – the basis of Lean and Kanban

Sometimes I think it helps to go back to basics. And when using Lean Software Development, including Kanban, that means a man called Little and his Law. “Little’s Law” is a fundamental of queue theory and defines the relationship between Work in Progress (WIP), Throughput and Lead Time. It is the reason why Kanban teams try to limit WIP.
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I always work with a “Product Owner”; never a “Scrum Product Owner”

I’ve previously had a poke at the Scrum Product Owner role when I called it Scrum’s Uber-Pig. Now I have to admit that, although I always work with a “Product Owner”, I never work with a “Scrum Product Owner”. In fact, given my own responsibilities, I can never work with a Scrum Product Owner.
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