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Killexams : Scrum Professional reality - BingNews Search results Killexams : Scrum Professional reality - BingNews Killexams : Scrum Master Salary, Job Outlook And Certification Requirements No result found, try new keyword!Earning the CSM credential is also a prerequisite for the Advanced Certified ScrumMaster™ and Certified Scrum Professional (CSP)® designations. These are more advanced certifications ... Wed, 09 Nov 2022 10:00:00 -0600 text/html Killexams : Kanban Vs. Scrum: Which Is Right For You?

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

Implementing Agile usually means ascribing to one of two distinct approaches: Kanban or Scrum. Each method enjoys its share of staunch supporters, but that doesn’t mean that one is inherently superior to the other. They each have good qualities that can aid you in getting your projects done on time. We will look at Kanban vs. Scrum, discuss the nature of each approach and offer suggestions to help you decide which Agile system is right for you.

Kanban vs. Scrum At a Glance

We’ll get into these concepts in more detail later on. For now, here’s a brief overview of how Scrum and Kanban stack up.

Comparing Scrum and Kanban makes it easy to see what each method emphasizes and where they strongly differ. But to understand further, you’ll need a better understanding of the philosophical breakdown of each and how teams typically approach one or the other.

What Is Kanban?

The simplest way to describe Kanban is the process of visualizing your workflow. It is one of the more popular project management methodologies used today, and can apply to teams in many different industries. It features a series of steps carefully laid out to monitor each part of an overall project as it moves toward completion. Kanban is an anti-bottleneck system where everyone keeps tabs on tasks, ensuring there are not too many items trapped in the “in progress” state.

Kanban not only allows you to lay the visual groundwork for how to complete tasks, but it also helps keep everyone accountable. Team members see what needs to be done and prioritize accordingly. Kanban helps you spot potential blockages, giving you a chance to strategize ways to remove them before the team gets bogged down.

Kanban Boards

As Kanban is a visual approach, teams tend to use boards to monitor tasks as they move through the value stream. It might be a physical board that includes pinned notecards or sticky notes, or a digital one with each section highlighted a different color.

It’s possible to label each column on a Kanban board according to the predictable “to do,” “in progress,” and “done” distinctions. However, it might also describe workflow according to orders received and the process of shipping them out.

Kanban boards are beneficial because they allow a team to see what they need to finish up. They also help Kanban users closely monitor how long it takes each aspect of the project to move across the board toward completion. These boards boost efficiency by allowing teams to decide what tasks are taking too long or might no longer be a priority.

Why Kanban Teams Often Lack Dedicated Roles

Unlike Scrum teams, Kanban teams do not necessarily require strict job roles. Priorities could shift, making it necessary to introduce new team members to complete specialized tasks and cycle out those who have completed their portion of the project. Kanban’s quick and straightforward approach to adaptability means that team members could exchange responsibilities rather than have everyone limited to a series of static duties.

Although specified roles aren’t necessary, there are a couple of notable positions that a Kanban team might feature:

  • Service Delivery Manager: Sometimes referred to as the SDM, Flow Manager, or Flow Master, this person is primarily concerned with improving workflow efficiency. They achieve this by holding regular meetings, monitoring the board to assure work tasks aren’t blocked and communicating with team members to ensure they’re hitting task deadlines.
    Additionally, service delivery managers look for opportunities to minimize waste and streamline the workflow process. They also keep track of policy compliance and track customer satisfaction.
  • Service Request Manager: While a service delivery manager strives to keep the team efficient, a Service Request Manager (SRM) is ultimately concerned with customer satisfaction. The SRM is typically in charge of the starting point of incoming projects. They lead discussions that prioritize each part of a project, ultimately with the intention to provide the best value to clients.

With the SDM and SRM roles, it’s entirely possible to appoint specific team members to these positions. However, it’s also possible to coordinate the entire team so everyone takes on at least one aspect of anticipated SDM and SRM responsibilities. If one were looking for a Scrum equivalent, the Service Delivery Manager would be closest to a Scrum Master, while the Service Request Manager could be compared to a Product Owner.

What Is Scrum?

If you ever played or watched rugby games, you’re probably familiar with a “Scrum.” In terms of Agile-centric practices, Scrum references a simple framework employed by organizations, businesses or individuals. Scrums break down complex, overarching projects into smaller increments, with each part completed over a predetermined block of time known as a “sprint.”

Scrums adhere to five fundamental values: courage, focus, commitment, respect and openness. It is up to team members, primarily the Scrum Master, to check that everyone is adhering to these core principles every step of the way.

While Kanban teams emphasize a continuous flow, Scrum teams are far more focused on the concept of empiricism. They are inclined to make decisions according to information gained from the process and customer feedback. This data is continuously looped in through each subsequent sprint, helping the group elevate end product quality moving forward.


Sprints refer to a fixed box of time during which Scrum teams aim to finish an end product of the highest possible quality. Sprints may last a week or occupy an entire month. They’re crucial to chipping away at complex projects by breaking them down into a series of smaller tasks.

It is crucial to note that Scrum users do not use this method with real-time adaptability in mind. Whatever the starting goal is for the sprint, that’s what team members deliver at the end, all without sacrificing quality. Once the Scrum team analyzes related data and the Product Owner or customers share their feedback, that information gets used in planning future sprints.

Scrum Ceremonies

Scrum ceremonies, or Scrum meetings, play an essential part in the success of sprints. You can break these meetings into five types: sprint planning, daily Scrums (also called stand-ups), iteration reviews, retrospective and product backlog refinement.

  • Sprint planning: At the beginning of a sprint, the Product Owner, Scrum Master and Developers all meet. The Product Owner reveals the product backlog and associated priorities. Together, the team decides the length of the sprint according to how long they believe it will take to deliver a high-quality end product.
  • Daily Scrums or stand-ups: A quick morning meeting, usually 15 minutes on average. They are known as “stand-ups” because they are often so brief that no one has a chance to sit down. The Product Owner, Scrum Master and Developers quickly check in. Members share what they completed the previous day, what they hope to accomplish that day and inform the team of any potential issues. Though they go fast, these daily Scrums are crucial for transparency, accountability and avoiding any potential blockages.
  • Iteration reviews: These occur at the end of the sprint. Stockholders might join this meeting, but it’s generally not required. Reviews present a chance for the Scrum team to share what they accomplished. For quality control, team members should only highlight their work if it meets the minimum standards for completion. As so much hard work goes into sprints, the tone is generally one of congratulations and a sense of mutual pride.
  • Retrospective: Following reviews, the team gathers to take a careful look at the outcome of the sprint. What worked well or slowed down the process? What are customers saying about the end product? This internal and external feedback plays a crucial role in setting the tone for future sprints.
    It’s not just a matter of criticism; it’s critiquing in an actionable way, helping the Scrum team to accomplish more and at higher speeds.
  • Product backlog refinement: Product backlog refinement represents an opportunity to tidy up the product backlog by adding details, adjusting estimates or changing priorities. It’s not an official event, so it’s not always referenced. Typically, these meetings occur near the end of a sprint and often feature questions raised during the initial planning phase.

Some Scrum ceremonies may run for hours or a few minutes; it typically depends on the nature of the meeting and the allotted time for the sprint in question.

Scrum Team Roles

While the average Scrum team includes between three and nine members, there’s technically no limit to how many or few people an organization can add. That said, there are three roles that are essential to Scrum team collaboration and success:

Product Owner

The most important part of a Product Owner’s job is making sure the Scrum team collaborates efficiently and that they’re delivering high-quality results. They do this by monitoring and adding to the Scrum backlog and helping to determine what items will be pulled from it and assigned to the development team.

Product Owners also handle the planning process, which includes determining the end goals for each sprint. As these end products could be delivered any time during a sprint, this Scrum team member must pay close attention to how customers receive the result and share that information with team members tasked with upgrades and improvements.

Product Owners must also maintain stakeholder expectations, often communicating with them throughout the project process and updating the team regarding feedback and any necessary future changes.

Scrum Master

Scrum Masters are chiefly concerned with team management and ensuring the Scrum is progressing successfully. They act as the link between Developers and Product Owners.

When connecting with Developers, they break down the project into a series of increments, organize Developers’ specific roles and discuss expectations toward achieving a specific outcome. Scrum Masters behave as subordinates to Product Owners, helping them to not only manage the backlog, but also with planning and breaking down projects into achievable increments.

Scrum Masters act as cheerleaders for Scrum, promoting the concept to the rest of the company and helping everyone to better understand its value and the best ways to make it work.


Developers are ultimately responsible for getting everything done. It could be one person in the role or a team made up of several people. They are encouraged to self-organize, meaning they can behave confidently in their role and even expand beyond it at times. In meetings, Developers share where they are with their parts of the project, contributing to team transparency and accountability. This helps everyone recognize potential problem areas and brainstorm solutions.

Kanban vs. Scrum: Key Differences

Kanban and Scrum are both Agile frameworks, but each system has its values and priorities. Understanding their main differences makes it easier to determine what each method offers and which might work better for your company or organization.

Scheduling Cadence

Scrum cadences are all about speed, while Kanban cadences focus on flow. Scrum sprints combine velocity with efficiency as the end of each experience brings valuable data to make future sprints faster and more effective. It’s not that Kanban teams move slower; their method allows team members to adapt to issues and change during the process rather than at the end.

Important Metrics

Kanban and Scrum metrics are useful in their own ways, helping teams keep track of success according to what each Agile method chooses to prioritize.

Kanban Metrics

Kanban is all about a constant, ever-looping flow, so bottlenecks are an ongoing concern. For that reason, the Work In Progress (WIP) limit is a vital metric, preventing too many projects from sitting in the “in progress” column. The Cumulative Flow Diagram (CFD) also aids in reducing bottleneck problems by visualizing workflow and letting Kanban teams keep track of each item.

Although Kanban doesn’t emphasize speed to the same degree as Scrum, it does matter. Lead time and cycle time are metrics that matter to Kanban teams as they play a direct role in shortening project completion time.

Scrum Metrics

In Scrum, teams measure outcomes using velocity, which is the total number of story points completed in a sprint. Referencing story points, instead of setting deadlines based on dates and times, helps teams only commit to taking on as much product backlog as they feel they can reasonably handle during a sprint. A team with a velocity of 35 points would struggle with a backlog of 50 points.

Philosophy Regarding Change

Though both are Agile, Kanban and Scrum methodologies strongly disagree on how to handle change. Scrum users take the need to make changes into consideration, but only at the end of a process. Meanwhile, Kanban teams adapt immediately and as needed.

Popular Software Tools

Kanban users want software that allows them to see the process and each step from beginning to end. Many of today’s most popular project management tools offer Kanban functionality. Additionally, they’ll want a product that lets them spot problems such as bottlenecks and quickly plan ways around them. Some of the most popular Kanban-related software includes:

Not only do Scrum teams rely on programs to aid with sprints, but Scrum-based software also typically includes helpful tools such as backlog management, time estimations and Scrum boards. Some of the most popular Scrum software services are:

Atlassian’s Trello and Jira Software get recommended to both Kanban and Scrum teams, which isn’t too surprising. They each possess the visual, bottleneck avoiding qualities that would appeal to Kanban teams while also offering Scrum teams a method to stay organized and break down tasks into more manageable, bite-sized chunks.

Which One Is Best for You?

Knowing which method works best for you is as simple as understanding which one better aligns with your organization’s philosophy and preferred approach to completing complex projects.

Scrum is best if you:

  • Care about customer feedback and wish to make improvements accordingly
  • Are concerned with breaking down projects into a series of increments
  • Prefer to make changes after completing a sprint rather than adapting in real time
  • Want to use story points instead of date- and time-based deadlines
  • Want clearly defined roles for team members and cross-functional capabilities

Kanban, meanwhile, is more suited to your needs if you:

  • Want to guard against bottlenecks and too many projects “in progress”
  • Seek a method that allows you to visualize everything from beginning to end
  • Want to be able to adapt to change quickly and course-correct as necessary
  • Aren’t interested in cross-collaboration or having purely defined team roles
  • Create feedback loops that contribute to long-term efficiency and streamlining

It might be possible that you combine aspects of each approach. For instance, a Scrum team might make use of Kanban boards. But in the end, it comes down to beliefs and probably testing which system meets your specific needs the best.

Frequently Asked Questions

Is Kanban better than Scrum?

Neither methodology is “better” than the other outright; rather, each is best suited for different situations. Kanban approaches projects with the concept of visualizing the entire process from beginning to end while avoiding having too many objectives as “in progress.” Meanwhile, Scrum teams break up complex projects into a series of “sprints.”

Are Kanban and Scrum part of Agile methodology?

Both Kanban and Scrum are considered to be Agile in nature; it’s just that the priorities in each methodology and approach to completing tasks differ significantly.

How many people should you add to a Scrum team?

There are three basic roles in Scrum: Product Owner, Scrum Master and Developer. Therefore, it is common for teams to have at least three people. On average, teams have between three and nine members.

How do you choose between Kanban and Scrum?

It helps to have a basic understanding of both methodologies before making a decision. Kanban is a great choice if you want to view the status of many parts of a project at once, but only focus on a few tasks at a time. Agile is better for teams that want to use “story points” instead of dates & times to set deadlines, and want to use retrospectives for constant cycles of feeback.

Is Agile for software development only?

No. Others have found success with Agile—or at least using certain components of Agile—outside of software development. Folks in the automotive, R&D, and other industries have found success in Agile. Stand-up meetings are common in a variety of work environments, from restaurants to boardrooms. Kanban boards are popping up everywhere, like on whiteboards at law offices and on windows in property management offices.

Are there other types of project management methodologies to consider besides Kanban and Scrum?

Yes, there are several options available when it comes to project management methodologies. For example, there is the waterfall method, which follows a linear path and often has between five or six different phases that rely on the deliverables provided by the previous phase. Another option is the lean method, of which the Kanban is part. The lean project management method is geared toward reducing waste and delivering value in a short period of time. Others that you might consider include extreme programming (XP), critical path method (CPM) rapid action development, Six Sigma or a hybrid of two or more of these methods.

Mon, 05 Dec 2022 11:24:00 -0600 Toni Matthews-El en-US text/html
Killexams : Scrum Master

We are looking for a Scrum Master that has experience and proven track in managing projects within an Agile Custom Development and Integration environment. The successful Scrum Master will be responsible for owning the delivery of numerous Agile projects on an end-to-end basis in demanding customer environments.
The successful candidate must have minimum 5 years’ experience in

  • Scrum and/or SAFE Certified
  • At least 4 years’ experience in as a Scrum Master
  • Must have experience working within a Custom Development Environment/Project
  • Experience in leading complex teams

12 Month Contract
Hybrid work model
Location preference – Gauteng

Desired Skills:

  • Scrum Master
  • SAFe
  • Custom Development Environment
  • Project
  • Team Leading

Learn more/Apply for this position

Tue, 15 Nov 2022 10:00:00 -0600 en-US text/html
Killexams : South Africa made the scrum their weapon against England but rugby’s set piece remains an eyesore

A very fine and famous coach once said to me, “What’s the point of a fat prop?” The clarion call for the scrum technicians – another way of describing props whose functions extend little further than the sport’s trademark set piece – resounded loud and clear a week ago in Cardiff as Georgia’s scrum steamrolled Wales to defeat. Prop power overturned the hosts as history was made.

But exceptions prove rules. Scrums have not been the dominant force of the November internationals; mostly a way to restart the game after an error or an attempt to kid the referee into awarding penalties that lead to kicks to the corner or at goal. Cynical coaching has damaged the scrum’s reputation. In the minds of some, it

Sat, 26 Nov 2022 08:22:00 -0600 en text/html
Killexams : Autozam Scrum monster truck is the 2022 Hot Wheels Legends Tour winner

After spending months touring the planet in search of the wildest custom-built vehicle, Hot Wheels has selected the winner of the 2022 Legends Tour. It chose a 1992 Autozam Scrum nicknamed Texas Toot that was transformed into a massive, one-of-a-kind monster truck.

Before it earned a spot in the Hot Wheels catalog of 1/64-scale cars, Texas Toot lived a humble life as one of the countless mini-trucks zig-zagging across Japan. It was designed to comply with the country's strict kei regulations, so it's seriously small: It stretches around 130 inches long and 55 inches wide in its standard configuration and is powered by a mid-mounted, 660-cubic-centimeter three-cylinder engine.

That was in 1992. Fast-forward to 2020 and this Scrum found its way to the United States and ended up in Craig Meaux's garage in Beaumont, Texas. It gained 30-inch wheels wrapped by tractor tires, a five-foot suspension lift, a Chevrolet-sourced 454-cubic-inch V8 engine, and a 250-shot nitrous kit, among numerous other modifications. It's hard to miss, and train horns ensure it's heard as well as seen.

"I wasn't expecting to win, so this is a dream come true. I wanted to create something that no one else had. I didn't have previous experience with this sort of fabrication, so it's awesome that it came out the way it did and to have everybody enjoy the truck," Meaux said.

Texas Toot beat some seriously impressive cars. The list of 2022 Legends Tour finalists includes a Buick V8-powered 1956 Volkswagen Beetle, a 3,000-horsepower Porsche 928-based dragster, and a 1927 Wayne Ford school bus. Like previous winners, Texas Toot will join the Hot Wheels catalog of 1/64-scale cars in the coming months, so it will appear in toy chests and model-car collections all over the world.

"The competition was strong in 2022, but turning a Japanese mini truck into a monster truck was hard to beat," said Ted Wu, Mattel's global head of design for vehicles, in a statement. "As the first truck to be crowned since the inception of the Hot Wheels Legends Tour, we hope Craig’s passion project inspires builders and fans from around the world to set big goals and follow their dreams."

Tue, 15 Nov 2022 03:42:00 -0600 en text/html
Killexams : Billy Corgan Addresses Tony Khan Not Stopping CM Punk's AEW All Out Scrum

Following AEW's All Out pay-per-view in early September, CM Punk took part in the media scrum that AEW does after each PPV event. Punk's caustic comments led to a backstage brawl, multiple suspensions, and vacated titles.

During the media scrum, Punk shared his criticisms of The Elite as Executive Vice Presidents. AEW CEO Tony Khan was right next to Punk during his entire tirade but never stepped in to end Punk's tirade. Some believe Khan should have put an end to the verbal fireworks, while others lean more on the side of Khan sticking it out.

Appearing on "Ten Count," NWA owner Billy Corgan addressed Khan not stopping Punk during the media scrum.

"I think that's an unfair question because we don't know a lot of things that only Tony and Punk would know," Corgan said. "If I was in a similar situation, to answer the spirit of the question, I think I would be calculating, 'Is the controversy of what this person is saying gonna be good for the talent and for business,' because there were aspects of what Punk said that were good for business because wrestling likes heat, or, as Eric Bischoff says, 'Controversy creates cash."

Corgan also discussed if he believes the press conferences have been positive.

"I would caution fans to remember that ... the wrestling business is a lot more complicated than fans realize that it is," Corgan said. "Tony's got a ton of publicity from those post-show press conferences. What he's done has been very good for AEW and for the business of AEW. So, if you're Tony, and I'm not Tony, that's been a good thing."

If you use any quotes in this article, please credit "Ten Count" with an h/t to Wrestling Inc. for the transcription.

Fri, 11 Nov 2022 19:32:00 -0600 en-US text/html
Killexams : Scrum V pundit calls out 'faceless' WRU during live show

Sean Holley has given the Welsh Rugby Union both barrels after Wales’ dismal series of autumn results, culminating in defeat by Australia in Cardiff on Saturday.

Wayne Pivac is in grave danger of losing his job as Wales head coach after three defeats in four November Tests, including the 39-34 loss to the Wallabies which saw Pivac’s side throw away a 21-point lead with just 23 minutes to play.

Holley accepted there was a major case against Pivac in terms of results and performances.

Read more:Warren Gatland's former Wales player urges WRU not to appoint him again

But he also hit out at the system and, in particular, at the WRU, suggesting they had become a “faceless institution” and agreeing they were no longer fit for purpose.

“It’s awful isn’t it that we’re having to talk about the plight of one man,” he said as a panellist on BBC Wales’ Scrum V programme.

“What we have been seeing has been coming in my opinion.

“It’s a product of the current system. But there are far deeper issues in Welsh rugby than Wayne Pivac.

“However, having said that, 13 wins out of 34 says it all. Three wins out of the last 12 and no back to back [wins], a lot of selection issues, chopping and changing. Have we seen a different style of play? Maybe not.”

The defeat by a severely depleted Australia “put the tin hat on it”, according to Holley.

You can follow live updates on the Pivac situation here.

When asked about the WRU and whether the organisation was fit for purpose, the former Ospreys and Bristol coach said: “No, I don’t think it is.

“I think it’s a bit archaic.

“I speak to loads of stakeholders — players, coaches, administrators, sponsors, CEO’s of regions, lots of different people — and very rarely do you get anybody who says a positive word about the WRU.”

Wales head coach Wayne Pivac

Speaking after the union had just put out a written statement on the review they are holding into Wales’ autumn series, Holley continued: “I feel it’s become a faceless institution.

“You rarely hear from the CEO.

“We’ve had a very bland and grey statement in writing there.

“You never see him.

“When David Moffett was here — all right, some people didn’t agree with him, but you saw him and heard him a lot.”

He cited an interview with a former Professional Rugby Board chair Amanda Blanc. “The Amanda Blanc interview was the most damning in recent times, about how unprofessional the community bias [is] in terms of the major boards that make decisions rather than independent, business, high-performance people that we probably need now in a high-performance, multi-million pound company.”

There’s a widespread view that the governance issues in the union require clubs to cede some of their power to the top end of the game where most of the finance is generated, with many believing the community game has disproportionate influence. “There’s that feeling that turkeys won’t vote for Christmas,” said Holley.

“Maybe there’s a lack of communication around why we need this and the benefits it could have — the greater benefits.

“There’s a tremendous amount of self-interest in Welsh rugby at all levels.

“Without the community game, we don’t have the development of players to play the high-end game. But the revenue really comes from the high-end game.

“All the people at the stadium on Saturday that go to the games and so on — that cascades in some form down to the community clubs.

“We need each other, but it’s not joined up thinking.

“I don’t understand how it can’t change.

“A new chairman coming in will have a massive impact, hopefully, on the communication of things like this.”

He said a change in constitution might ultimately be needed.

The Welsh rugby fans' survey: Have your say now


Wales' autumn ends with chaotic and calamitous defeat amid shocking game management

Blunt Wayne Pivac makes fresh defence of Wales position ahead of World Cup planning trip to France in 24 hours

The Wales player ratings against Australia

The next Wales rugby coach candidates and the WRU options other than Warren Gatland

The making of Taulupe Faletau, the new centurion whose picture Shaun Edwards keeps on his wall

Tue, 29 Nov 2022 12:25:00 -0600 en text/html
Killexams : Agile Scrum Master – Gauteng Johannesburg

Job purpose:
As a Scrum Master, you’ll ensure that the Agile team’s projects are delivered on time and within budget. You will manage the team’s workflow by enforcing rules and guidelines while ensuring each project meets quality standards. You’ll also work with other teams to ensure they’re delivering as expected under your guidance.
Qualifications and experience:

  • A relevant Scrum Master certification (CSM, PSM I, CSP)
  • Grade 12
  • Experience being a Scrum Master for at least 5 years across multiple teams and industries/organizations.
  • Proven experience in the application of one or more of the following:
  • Agile values and principles
  • Scrum principles, practices, and theory
  • Kanban principles, practices, and theory
  • Agile techniques (i.e. User Stories; Continuous Integration; Continuous Testing; PairProgramming;
  • Testing)Configuration tools (i.e. JIRA, Confluence, etc.)
  • Scaled Agile Methodology

Duties and responsibilities:

  • Provide functional guidance to the team(s), a development methodology that allows a team to self- organize and deliver change quickly.
  • Coach the teams to: Ensure the effective use/application of Agile practices
  • Self-Facilitate sprint planning, retrospective, and sprint demos
  • Align to the Client Recipe, Responsible for facilitating/coaching scaled Agile ceremonies
  • Coaching of team Agile ceremonies (Daily stand-up; team demo; team retrospective; team planning; team sprint and iteration review)
  • Participate in PI Planning, Participate in Scrum-of-Scrums, Participate in Large Scale Retrospective, Participate in Large Scale Delivery Demos, and Actively engage several teams to support large-scale planning
  • Provide guidance to ensure the effective use/application of Agile practices and tools
  • Responsible for coaching the configuration, integration, reporting (metrics), and adoption of relevant configuration tools (i.e. JIRA; Confluence) within teams
  • Responsible for coaching teams to continuously review and gain performance, delivery, and governance-related insights from the teams’ performance metrics
  • Promote transparency from team to portfolio, Update the organization on the teams progress and escalate issues that cannot be resolved by the team
  • Work with the team to become self-sufficient in their agile practices, mature enough to not need full- time support from a Scrum Master
  • Assist and coach teams to ensure they understand the importance of delivering to agreed timelines (end of development iteration)
  • Assist and coach the teams on the importance of removing organizational impediments impacting delivery Provide assistance to the programs and teams to ensure refinement of work from portfolio to team
  • Coach the team on the importance of removing obstacles that are impeding progress
  • Facilitate cross-team coordination throughout program increment
  • Provide facilitation support to the Product Owner with regards to the process of programteam backlog refinement and prioritize the product backlog
  • Provide support to the Team Leads with regards to the basic agile practices across multiple teams in a program. Provide support to the mature agile teams on an ad hoc basis
  • Drive continuous improvement during the delivery process and in the teams Agile maturity. Responsible for continuous improvement of current processes. Responsible for the continuous assessment of the teams level of Agile maturity
  • Coach and guide teams to increase their Agile maturity on a journey to become an autonomous team

Desired Skills:

  • Kanban
  • Prodject Management
  • Retrospectives
  • Teamwork
  • Forecasting
  • Software Development
  • SDLC

Learn more/Apply for this position

Fri, 25 Nov 2022 10:00:00 -0600 en-US text/html
Killexams : Andy Warwick challenges Ulster to set the tone from first scrum in crucial top of the table clash against Leinster

Let’s start with the scrum.

t can be bewildering or just frustrating to behold and, depending on how things are going, a useful weapon or impediment to remaining on the front-foot in any given game.

It’s also worth pointing out that it is often spoken of as an area no-one knows much about really, save the front rows.

Scrums may resemble little more than a tangle of limbs which inevitably flop to earth but, don’t be beguiled, the engagement is highly technical and a fundamental function for those who are paid to be at the very coalface, the place of direct engagement between the props and hookers on either team.

Andy Warwick has accumulated quite some knowledge on matters pertaining to the scrum over what is more than a century-and-a-half of appearances.

Yes, but, as with all the modern game’s props, there is so much more to be done around the field with ball-carrying, hitting rucks and defending as well as mauling both front and back-foot, all to be delivered when going about one’s work.

All true, but it still all boils down to the scrum.

“I’d say the first scrum sets the tone for the rest of the game,” Warwick explains.

“If you go well in it, confidence rises in the front row and whole team. The other way round and boys are thinking they’re maybe going to have a bad day, so the first scrum is very important.”

Warwick expands on the theory that all can stem from how the front row are going.

“For us as a front row unit, it’s all about connections, being together and making sure we do the same thing, depending on what we’re wanting to do, and that we’re all on the same page.

"I think we’ve put a lot of work into that.”

It’s just the same with the maul.

He explains: “We drill it enough and know exactly where we should be, there’s an odd time something can go wrong but we know where we should be, and you have to get as quickly into position as you can and add your weight and make sure you’re specific at what you’re doing.

“In the last game against Leinster,” he adds referring to September’s defeat to Leo Cullen’s squad, Ulster only reverse so far this season, “some of it didn’t go according to plan but hopefully we can learn from that and bring it into this week.”

Yes, tomorrow it’s Leinster again.

It’s worth noting that Warwick started in both games against them in the previous term when Ulster managed a rare thing of beating their southern neighbours both home and away.

Indeed, November 2021’s victory in Dublin was the first one since 2013 with the one prior to that having been registered at the backend of the previous century.

Last season’s meeting at the RDS pitted Warwick up against Tadhg Furlong and he could be going up against the Ireland tighthead again tomorrow which, obviously, entails a certain amount of cramming on what Leinster are doing at scrum-time, as is the usual process when preparing to play any team, really.

“You have to analyse them (potential opponents) because they probably do change things every season, whatever angles they are deciding to go with as a unit and then what we do to counteract that,” adds the 31-year-old Ballymena native.

“It’s always a challenge against Leinster, going up against a British and Irish Lions front row basically.

"But I enjoy coming up against them and you definitely learn from each game.

“They are some of the best and I enjoy coming up against them because I see it as a real challenge.

"And I love going down to Leinster and playing that away game because I know it’s such a challenge.

"But we have to go and prove a point.”

Warwick provided a reminder of his versatility in the closing minutes of last Friday’s victory over Zebre when he switched from loosehead to the tighthead side of the scrum following Jeff Toomaga-Allen’s injury-enforced departure, which was probably no bad thing to demonstrate to the coaching staff with Rory Sutherland around and Steven Kitshoff to come post-World Cup.

As Warwick explains: “When you prep the whole week for it, it’s a lot easier and you have been through the process, but it (the Zebre late switch) shows that any eventuality can happen, and you have to be prepared for it.”

Though he admits his one scrum at tighthead against the Italians didn’t go too well, it is a position Warwick is familiar enough with and he recalls packing down against Cian Healy in the early days of the Ulsterman’s career back in 2014.

Still, he has to address the fact that regarding his primary position, at loosehead, a Scotland international and British and Irish Lion is currently at Ravenhill and a Springbok World Cup winner is on his way.

“It’s great having that quality coming in,” he adds, referring to Sutherland and Kitshoff, “and it’s going to make the squad better and make me better to see what they do and how they approach the game and how they approach the scrum.

“And, look, all I can do is try and do my best and that’s all you can worry about.

“I’ll try to keep on improving. That’s all you can do really but they’ll add to the squad and there’ll be a lot of competition so that will be good.”

Tomorrow, though, watch for when that first scrum arrives.

Thu, 01 Dec 2022 21:53:00 -0600 en text/html
Killexams : This Autozam Scrum Monster Truck Wins the Hot Wheels Legends Tour
  • The 2022 Hot Wheels Legends Tour winner is Craig Meaux and his 1992 Autozam Scrum.
  • This Autozam Scrum kei truck was transformed into a big-block Chevy-powered monster truck over the last two years.
  • Dubbed ‘Texas Toot,’ this hilarious custom rig will be transformed into a Hot Wheels diecast.

Once again Hot Wheels wraps its exciting Legends Tour and crowns the winner that will become immortalized as a 1/64th scale toy. While last year crowned the hilariously cool ’69 Volvo P1800 gasser, this year went a different direction. Taking home top honors from this year’s Legends Tour is a 1992 Autozam Scrum. Now, this obviously isn’t a stock kei truck. No, it’s been transformed into a cartoonishly small monster truck.

This kei truck made its way from Japan to its builder Craig Meaux’s garage in 2020. In only two years this once lowly work vehicle was modified into a high-riding, big-block-Chevy-powered custom rig. Riding on a five-foot lift, this micro-monster truck dwarfs previous Legends Tour winners despite its diminutive start. The 454-CID Chevrolet feeds a three-speed automatic transmission and can inhale nitrous at the touch of a button. This all rests on a set of custom 30-inch wheels.

If you don’t live near Meaux in Beaumont, Texas, or have the ambition to tackle a project like this yourself, don’t worry. This ‘Texas Toot’ Scrum can join your collection as a diecast copy. Like previous winners before, Meaux’s rig will join the Hot Wheels roster of 1/64th scale toy cars. Though, Hot Wheels is also using this latest Legends Tour to kick off its new program dubbed “Where Legends are Made.” This new program is more adult facing, according to the brand, and will try to engage car enthusiasts all over the world through fashion, gaming and, of course, car shows.

If you think you have what it takes in your garage to be the next Hot Wheel’s Legends Tour winner, well, you’ll have your shot next year. The 2023 tour schedule still hasn’t been released, but it probably won’t deviate too far from this year’s schedule.

Have a favorite Legends Tour winner? Tell us below.

Wesley Wren has spent his entire life around cars, whether it’s dressing up as his father’s 1954 Ford for Halloween as a child, repairing cars in college or collecting frustrating pieces of history—and most things in between.
Thu, 17 Nov 2022 05:47:00 -0600 Wesley Wren en-US text/html
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