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copied!<p>This is where some of the concepts of SCRUM pay off.</p> <ol> <li>The business leader MUST be involved with every step of the process. </li> <li>Picking which stories make a particular sprint MUST be done with the business leader. </li> <li>Don't do anything in a sprint that is not scheduled for that sprint without adding it to the sprint backlog chart for that sprint. It's good to show things that were added to a sprint in a different color. That way you can see the original plan (hopefully on schedule) and the additions (what causes the delay). </li> <li>Produce something that "could go to production" in each sprint. The business will see that it's getting something for their money. They can also adjust future sprints based on what they see. Each sprint makes a good stopping point. </li> </ol> <p>-- EDIT --<br> Hmmm. Maybe a DVD of the video Ray suggested (or <a href="http://www.youtube.com/watch?v=Q5k7a9YEoUI" rel="nofollow noreferrer">this one</a>) should be included in the project proposal. It might make the difference when trying to get the job to begin with. The customer should know how your group works BEFORE they hire you. It will make your company stand out as more than just a "body shop". </p> <p>If you ARE a "body shop"...<br> 1. You probably won't be able to wield much control over how the project goes. You'll be collecting the hours.<br> 2. If you see the project going badly, start dropping hints to the client "If MY company were running this project...". You may get the next project!</p>

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