People and team member management for Agile project management and Scrum software development teams.
Agile and Scrum were supposed to free us from management: self-organized, cross-functional teams who get stuff done without that old-guard hierarchy. In this fauxtopia, some software developers were more equal than others. Can we get the healthy parts back without the Lumberghs? To bring back healthy engineering management, we must first de-mystify and de-stigmatize the concept of management.
Imagine you are asked to sit in on a team’s sprint review and retrospective. The team has been having difficulty forming and the Scrum Master has asked you to observe the team dynamics during these two sessions. Are you simply going to watch what’s going on or is there more you can do? Perhaps you are seeing interactions and team dynamics at play without truly realizing what you are observing.
If metrics like lines of code or code coverage are widely known by the software development community, measuring the joy of a software development team is certainly something more rarely discussed. In this article, Doc Norton proposes a simple way to asses the happiness of your software developers using the quality of your existing code. With this, you can lower your Scrum team turnover and get hints for refactoring needs.
Merete Munch Lange believes that all collaboration between people boils down to one word: trust. So how do you infuse trust in an Agile team to achieve a better teamwork? It can’t be bought, it has to be build. There are some universal ways to build trust in a Scrum team and to help improve its performance. In this short presentation, Merete Munch Lange shares some of the things that have worked for her and her teams to build trust for a better teamwork.
Agile approaches are used to generate quicker feedback that supports continuous improvement. Giving proper feedback is important between Scrum team members or with other project stakeholders. This is however hard and this article provides some hints on how to make it easier.
Is hiring for an Agile team (team member, scrummaster or product owner) different than hiring for a software development organization that follows another approach? Scrum.org and McKinsey & Company have recently published the results of a joint study exploring the values and traits that make agile teams successful. The goal of this document is to help and guide organizations with concepts and ways to better recruit and coach their teams.
The end of the year if often the time for performance reviews. Should you still do this practice when you have Scrum Agile teams where the global results should be more valued than the individual peformance?
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