Videos on Scrum and Agile Project Management
Design Sprints have changed the way businesses create new products and services. But how do they relate to Agile development sprints? And how can the two be connected so that Scrum teams deliver higher quality products in less time?
Organizations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organization by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Agile development starts with small Scrum teams tackling small problems. After some initial successes the organization gets more ambitious, and tries to get more teams tackling bigger problems. At some point these endeavors run headlong into organizational finance and governance structures from a different era, designed with huge projects in mind, and it usually doesn’t end well.
Marc Andreessen famously said “software is eating the world”. Yet most of our software development project teams and organizations simply are not set up for us to take part in this revolution. Why? Our organizational surroundings are directly responsible for inefficient design and delivery – locally-optimized silos, opaque and ossified power structures, multi-layered middle management, command-and-control executives – the failings are well known.
In this webinar, Anna Obukhova shares 4 practical tips that you can put into practice when working with tired or burnt out Agile and Scrum teams. A must watch for any coach working in a high-pressured team environment.
The market keeps talking about cultural change, that will help us be better at what we do. We have Agile, Scrum, teal organizations, holacracy, sociocracy, NVC and all other similar concepts. But is there anything all of those organizations have in common?
Preaching the benefits of agility when pressed for a twelve-month release schedule makes for an awkward conversation. Business commitment and organizational change are needed to successfully adopt agility-building practices like agile, lean product management and continuous delivery. When their adoption is only tolerated by the wider organization on the condition that legacy ways-of-working are respected, their effectiveness is critically constrained.
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