Some traditional project managers transition to servant leadership easily. Others work on it. As this practitioner coaches project managers to become servant leaders, he teaches a simple technique...
Most of the rituals such as Daily Stand-ups and retrospective meetings give us a nice platform to carry forward an approach of thinking in terms of solutions and engage with the customer or distributed teams more efficiently. This practitioner started sharing this practice with his teams and calls it “moving from the problem space to solution space”.
Working with iterations does not automatically make you an agile team. It doesn't even necessarily mean that you are using iterative development. Paradoxically, it is possible to be agile without use of iterations. Let’s get into details...
Agile project team members will succeed or fail as a single unit, not individually. In an agile environment, the entire project team should be aligned in its commitment to the goal, its ownership of the scope of work and its acknowledgment of the time available to achieve that commitment.
One day it hit this writer like a ton of bricks: We’re really not doing pure agile because…we really don’t want to be doing pure agile! With that epiphany, the realization of what the problem was became that everyone was focused on wanting to do what they thought was pure agile--at the expense of being agile!
This article covers all of the basic genes required for an agile project to be successful. It will cover topics like information radiators, team space, agile tooling, osmotic communication and daily standup meetings, and other general etiquette to be followed during all forms of communication.
We work with small but highly specialized teams, and every member of the team can impact the team very much. It is important to choose our team members carefully, so that it works for them and works for us.
Successful agile projects begin with focusing on the fundamentals. This is probably the most important lesson this writer has learned from his deep involvement in agile transformation initiatives over the last decade.
Regardless of how businesses go about doing what they do, when they put process over people, production suffers. The Agile Principles and Manifesto value the role people play in the process, and that's why this writer likes to use it.
Organizations and people are trying to find answers to important agile questions. But it's important to keep in mind the central idea behind an agile transformation.
How do we achieve the desired focus shift in performance management in order to improve performance and accelerate innovation? One suggestion: applying neuroscience-based research to agile project management and team dynamics.
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"Four be the things I am wiser to know: Idleness, sorrow, a friend, and a foe." - Dorothy Parker |
