Asked to align its sprint calendar with others in the organizations, an agile team’s initial reaction was to resist. But upon further discussion, the team decided there were three situations where this action could, in fact, improve dependency management and transparency with customers and executives.
Should ScrumMasters ever attend the daily scrum or stand-up meeting? As a guiding principle, agile values self-organizing and self-managing teams, but let’s explore five scenarios where the presence, and perhaps even participation, of a ScrumMaster could be helpful if they adhere to a specific role.
Agile processes can offer rewarding advantages to traditional software development, but they take time to adopt properly. New teams will likely encounter conflicts and confusion during their first sprint retrospective. Here are five lessons learned that can help your next sprint avoid some common pitfalls.
Do team members and executives in your organization see retrospectives as a waste of time and expense? If so, maybe your retrospectives aren’t providing the value they should, from establishing a culture of team learning and stressing continual improvement, to tracking metrics and celebrating successes.
Agile teams are self-organizing, and sometimes self-managing, but they still need leadership. Agile leaders create space for failure (and learning) while ensuring that individual performance is aligned with organizational goals. Four "lenses" — areas of focus — are helpful: mechanism, culture, process and motivation.
A project management office can be a crucial advocate for agile transformation, but many PMOs act more like roadblocks. Here are some ideas for building alignment between your PMO and agile initiatives, particularly in the areas of governance, planning, scheduling and change control.
Leaders and executives in agile organizations must embrace the idea that the future is not only unpredictable but unknowable. They must focus on creating an environment where self-managing teams can thrive. And they must get comfortable with being wrong a few times in order to find the correct path.
There is a big difference between being “book” Agile and actually practicing Agile in the work world. For those who are just starting their Agile journeys, here are five helpful lessons learned from an IT team that successfully brought Agile practices in-house and moved from a production-support mindset to a product-focused one.
The more rigid an organization is about dates, the less agile it can be. Still, it is legitimate for executives to ask for delivery dates, and there are strategies to meet this need, from time-boxed releases to work-forward planning. Yes, executive visibility is possible in Agile, it just takes some compromise and participation.
Managers in agile organizations remain not only relevant but critical to supporting high-performing initiatives. They recruit and construct teams, gather and provide feedback, guide career paths, and coach results. If a manager isn’t engaged in these areas, it’s likely no one is, and the team will eventually suffer.