Articles and videos on creating and managing cross-functional Scrum teams: scrum master, product owner and development team.
Effective project management drives business growth and success in today’s fast-paced corporate environment. Mastering the art of project handling can make the difference between a successful venture and a chaotic misadventure.
The Definition of Done (DoD) is a common understanding within the Scrum team on what it takes to make your software ready to be released. In their book “Managing the Unmanageable”, Mickey Mantle and Ron Lichty propose an extensive list of what a Definition of Done should include.
Agile has lost its shine, “corporate agile” has stripped away all the fun, passion, excitement and learning. Adding Objectives and Key Results (OKRs) just makes it worse: a reinvention of top-down management by objective with added metrics to mislead and distort reality.
Received business wisdom holds that clear lines of responsibility, and single points of accountability, are crucial to give Scrum team members clarity over their expectations; but doesn’t that sound a little too close to a mechanism for blaming people?
Most teams I work with have three distinct roles; BA, Developer, and QA. Most teams I work with have three distinct phases of their work; gather requirements, build, verify. Even on agile teams, these separations exist.
Understanding the significance of team dynamics is essential in fostering an Agile environment that nurtures collaboration, innovation, and productivity. This article discusses the importance of team dynamics for Scrum teams.
Based on a true story of the lessons learned coaching two Scrum teams on one product. Why is it that the same coaching techniques, in the same environment, can lead to drastically different outcomes? Learn how to identify the culture cycle and break bad habits to unlock the power of Agile team self-management.
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