The sudden shift to remote work this year has forced us all to adapt. How does it change how agile teams develop and grow? And how can we ensure effective communication, consistency and alignment? Here are some answers and things to consider.
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An important Agile principle holds that face-to-face interactions are the most efficient and effective way to communicate. But more than ever, project teams are working in a distributed manner. One agile activity that they can accomplish without much sacrifice is backlog grooming. Here’s an example.
In agile product development, we try to work on fewer things and stick with them until we finish. Rapid priority shifts are expensive and demoralizing. But that’s not always clear on the go-to-market side, so we need stories like the Hungry Man Parable to build better understanding.
To truly create value, you need to capture the unique context of your team and organization—that is, you need to develop situational awareness. Read about four broad areas of contextual assessment that can help.
Question: Unfortunately, we were just starting a new agile team process as circumstances forced us to begin working from home rather than in the office. Since one of agile’s important principles is working as a small, collaborative team, this makes it difficult for us. How can we continue to get the best value for our company by working together even though we are no longer collocated?
You already know that you’re stuck in agile limbo. Now it’s time to talk about how to escape it by using the most important tool we have for unleashing the power of your teams.
Question: We are starting a project that is part hardware and part software driven. The organization has asked me if we want to use a traditional approach or a more flexible version like agile. It seems to me that the production line would benefit more from one and the IT team might do better with another. What do I recommend to management about what our team wants to adopt to move forward?
Initially, there may not seem like much overlap between Disciplined Agile (DA) and the PMI Standard for Risk Management in Portfolios, Programs, and Projects. After all, DA promotes lightweight, agile-inspired guidance, and risk management information can be prescriptive and documentation-heavy. Yet, they are surprisingly aligned and compatible.
A subset of agile coaching activities aims at changing people’s mindset and behavior. They can transform culture and instill new values. But this method is commonly overlooked—or even completely ignored. Why?
We intuitively know that a successful agile adoption requires more than copying agile practices. It needs more than just working in short iterations and having daily stand-up meetings. But can we label those missing ingredients?