Organizational agility may be the secret sauce of business success, but there are still a lot of organizations that aren’t leveraging it well enough. Is it difficult to achieve? No, it’s just a bit scary because it’s different.
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Scrum masters and project managers can form a formidable leadership team on agile initiatives. But how does that relationship and scrum master’s role evolve in a hybrid environment? For one, more attention to coaching and less to process.
Sprint planning is an important part of the agile process, but too often it’s treated as a perfunctory step to simply add stories to the upcoming sprint. Instead, teams should include goals, value and uncertainty in the discussion—and get much more out of it.
A sprint review is an essential part of the agile process, where the team can demo new features and functionality. But the demo is only half the story. The sprint review is also an opportunity for productive conversation and feedback between the team and stakeholder, which will lead to a better product.
There is a welcome focus on wellbeing in the workplace these days, but we need to ensure that expectations are realistic for everyone. It doesn’t always happen on fast-paced agile projects, where the human toll on software development teams to deliver is often ignored.
A new report from Project Management Institute and the National Academy of Public Administration outlines nine tenets that federal agencies can implement to become more effective, efficient and equitable.
While teams might realize they’re slower than normal, they might not realize they can measure this slowness with Little’s Law. Once they measure, they can create several options to speed their work and reduce the pressure.
Most organizations “get” what it means to do agile projects, but far fewer embrace agile concepts and build agility. There needs to be more focus on the merits of an agile approach, regardless of its label.
Backlog refinement sessions offer many benefits, but there are also well-intentioned activities—or antipatterns— that can be detrimental to the team. Here are five backlog refinement antipatterns to avoid, from focusing on estimates to removing requirements too quickly.
Question: I thought that getting a promotion would be great! However, it’s a totally different part of the organization, and what worked for me in terms of evaluating my old team is creating some problems—both with the people and with the results I send to management. I thought project management was supposed to be a methodology that worked regardless of the industry or part of the company in which it was used. What’s going on?