What is the true cost of too much multitasking? Is there even a cost? Or is the ability to multitask just plain expected as you advance through the software development career path? Learn what steps to take so that you and your team can become more effective at focusing on getting to "done”.
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Just being an expert on agile and focusing on delivery of “working software” doesn’t necessarily guarantee success. This article shows tips and techniques for those of you struggling with getting your team and your company to adopt agile.
There are no textbook solutions for managing a disaster.
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?
Implementing a new customer relationship management system is typically a large undertaking for an organization. See how some agile approaches can help reduce risks, maximize value and establish early warnings for issues or impediments.
High-performance teams keep it simple, stay focused and positive, create ownership, and take systematic approaches. These principles are also crucial to creating a continuous improvement culture and mindset, but many organizations get bogged down. Let’s take a closer look at why, and how common pitfalls can be avoided.
Good project teams form their processes from established best practices, but great teams are constantly on the lookout for changes to make them more effective or efficient. In part three of our Human Side of Agile series, we look at how you can help your team embrace the continuous improvement mindset.
When change is presented as a mandate or “best practice” there are often destructive consequences that undermine the intended benefits. A better approach is to reframe and carry out improvement efforts as experiments. This can facilitate deeper learning and team building, not to mention create added value in unexpected ways.
Most organizations struggle to engage their workforce to its potential. This is not through a lack of planning, technical skills or resources, but instead effective tools for dealing with typical project problems. Fortunately, agile practices hold many practical solutions for solving the classic five dysfunctions of a team.
Forming cross-functional teams is one way out of this dependency trap. But if you just put a group of specialists together, have you really solved the problem? In this article, we explore the downside of over-specialization and write about the sort of people you need to have truly cross-functional teams.