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Jan-Willem Rutten 3 articles
Residence: NL Nijmegen, The Netherlands
Scrum Master | Agile Coach

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The Unified Project Management Dictionary

Three-Point Estimates

Three-Point Estimates have a key role in Project Management; it is a technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates (e.g. (o + 4m + p)/6 where o is the optimistic estimate, m the most likely estimate, and p the pessimistic estimate) when there is uncertainty with the individual activity estimates.

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Scrum Master speed date: quick knowledge sharing

As part of a range of experiments to enable growth within the Scrum Master population, we organized a 15-minute time box of knowledge sharing called the Scrum Master speed date. The goal is to quickly answer pressing questions, help each other overcome challenges and validate the need for a follow-up on the subject, either individually or as a group.

The concept is as simple as it is powerful:

  1. Just identify subject(s) that people would like to learn more about at a given moment. We chose two subjects as that suits the size of the population.
  2. For each subject ask someone that is more experienced on the matter to prepare for the speed date. This includes gathering questions from the group and forming answers based on theory and personal experience.
  3. Arrange a space with a flip-over or white board for each subject, setup in different corners.
  4. Send out an invite explaining the concept and the subject(s). Just make sure you plan it in a time slot that suits at least the ones who want to learn more about a subject. Whoever comes is the right people.
  5. Ask the 'experts' to take a corner. They will simultaneously share their story and then answer any questions from the group. This means that participants will have to choose one of the subjects.
  6. At the end of the speed date discuss whether this subject is worth further exploration with the entire population, just this group or on an individual basis. Or whether this is enough for now.

The first edition was a success as there were great discussions about day to day challenges within the teams. Some new insights were generated and colleagues agreed on a one-on-one follow-up. We learned that 15 minutes may not be enough to facilitate deep discussions but that might just be an indicator that the subject is worth discussing in a larger setting.

Definitely worth a sequel!


Published at pmmagazine.net with the consent of Jan-Willem Rutten