Aren’t resolutions just mini-projects you want to accomplish? What better way to do that than by leveraging agile! The Scrum framework is best suited for this. Let’s look at how to hack Scrum for personal productivity…
With the self-organized, self-managed model employed on many agile projects, it’s up to team members to resolve their differences among themselves. But that doesn’t mean they don’t need help.
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions?
In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions? As our two-part series concludes, we look at the remaining two ways of interrupting Scrum sprints--and share what can be done about them.
Waterfall got criticized because implementations of development practice that followed a waterfall approach got too big, too ungainly, too bureaucratic and far too formalized. But as it is practiced in many organizations, agile is coming dangerously close to the same place.
You're leading the team to deliver...what more do they want?! This article highlights a few, simple best practices that--if introduced at the beginning of your project--might help you easily control costs along the way.
Repurposing the PMO in an agile environment from being a reporting PMO to a fully trained analytical PMO is something that is urgently needed. CFOs cannot continue to accept the information that they’ve been getting from IT at face value.
For agile teams, a traditional PMO can seem to Present Many Obstacles--but it does not need to be that way. With some alignment and time invested, they can be useful advocates.
Do team members and executives in your organization see retrospectives as a waste of time and expense? If so, maybe your retrospectives aren’t providing the value they should, from establishing a culture of team learning and stressing continual improvement, to tracking metrics and celebrating successes.
Many hiring managers have practice in assessing broad technical skills. But strong, creative and capable teams result only when those T-shaped people can work interdependently, self-manage, solve group problems and learn together. That implies another set of skills to look for when hiring for a cross-functional team--interpersonal and collaboration skills.
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"I'm not saying anything. There is no message." - John Lennon |
