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ongoing work agreed with the cur-
rent Sprint Backlog. Some who were
on this project have argued if we
had done this, we might never have
gotten DART deployed at all.
The reason they have argued this is
that if we had strictly following the
Scrum rules, Mike might have got-
ten upset and might not have ended
up being such a strong customer
advocate when it came time for full
system deployment. While this is
possibly true, there are other options we could have employed to help keep
the customer happy and help us manage our work more effectively at the
same time. This brings us to Technique 3: Push-Pull.
…Glance Forward…
In the next chapter on the Golf
Improvement Project, we will see
another example of getting into trou-
ble so gradually that it becomes
difficult to notice until it is too late to
do anything about it. We will also
learn techniques that can help you
avoid this common trap.
8.16 Technique 3: Push-Pull
Use Push-Pull to Aid Task Management Decisions
The Scope document is not intended to curtail agility and collaboration, but
rather encourage it while creating criteria to help with task management deci-
sions. Let me give an example of what I mean by task management decisions.
Some have claimed that you can't use Agile approaches and a traditional
Earned Value Management System (EVMS) together. This is based on the
misbelief that when using an EVMS, you can't move work once you have ini-
tially planned it. In reality, with all EVMSs, you can control the level of task
detail you put in the system, which is key to effectively using an EVMS and
an Agile approach together.
The point is not to plan too much detail too far out and to describe the work
you will do for each increment in a way that allows implementation flexibil-
ity. By creating a system that allows a level of “push-pull” flexibility of tasks
when it comes to more detailed decisions, you allow yourself room for cus-
tomer collaboration and effective decision making within the constraints of
the established schedule and budget. Training people who set up the EVMS
in how to develop work packages that do not overly constrain the collabora-
tive process is crucial.
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