Instead of change management, what if your team and your managers could manage for change? How different would your team, project and organization be if you optimized for change?
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The fast spin of technology demands that we have a dynamic workforce we hire with the notion that we want to keep talented members on board indefinitely—much of which can be accomplished with a vision of constantly developing and enhancing their abilities.
Just as agile teams strive to continuously improve, they should also continuously seek opportunities to reduce wasteful activities. A good start is creating visual representations of a team’s total wasted time over the course of several sprints as well as its time invested in improvements.
When it comes to agile and waterfall, which one is right? Which one is wrong? Or should we instead be looking for some compromise that can be accommodated for in our organizations?
Is agile the tsunami of change? Not necessarily, but the wave of change is coming to our profession. This practitioner warns that it won’t hit us like a waterfall—it will hit us like a tsunami. Will you be ready?
When should you use waterfall and when should you use agile? The usual answer to this question is vague: Apply each approach according to circumstances. This article discusses the main positive and negative aspects of the waterfall and agile approaches, deconstructing some of the myths behind them and suggesting where one could be used over the other according to different factors.
Are work breakdown structures and product backlogs really so different? They both help with forming agreement on scope. Yet, due to how they are often used, they are viewed as quite different by many people…a viewpoint this expert would like to change.
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...
How can your team accurately predict and communicate meaningful delivery timelines when it is constantly fielding changes from the multiple business units it serves? Here is a detailed look at how one Scrum-centered team used a four-step approach to estimate timelines for work far into the future.
Scope creep can plague projects where timelines are established at the start, or budgets and resources are fixed. However, it should not be a problem for projects operating with agile principles. Rather than resisting change, an agile team welcomes it, and figures out how to adapt to it. Here's how.