The world is changing, and so is the way we work. Agile and asynchronous remote teams are the key to finding and retaining top talent, who should be judged by their results—not their attendance.
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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?
Does the Daily Scrum help your team grow, or do they waste time? Here is some insight on the importance of holding Daily Scrums—and how you can actually use them as a tool for team cohesion.
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.
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?