People have different cultural backgrounds, habits, beliefs, interests, capabilities, knowledge, skills, and temperaments. When put together on a team, they can’t always be governed by a rulebook to become self-organized. The dynamics among them have to be understood to recognize the anti-patterns first. Here are six anti-patterns that must be avoided and remediated to help teams move toward self-organization.
In an agile world, team members are empowered to make important decisions within the context of the behavioral architecture, without having to ask permission from supervisors or managers. But these supervisors and managers are coming from a lifetime of learning how to succeed in a hierarchical world, so they will need to leave behind those ingrained lessons. In order for agile to be successful at scale, leaders will need to change.
When it comes to guiding the development of a product and ensuring you’re building what the user actually needs, a product owner is the most important hire for the team. There’s just one problem: A good product owner can be really hard to find. The characteristics that make a good product owner are elusive, but here are three qualities you should prioritize in your search.
A high-performing agile team delivers exceptional results time and again, irrespective of the challenges they encounter. While their results may seem magical, lots of effort goes into building such a team, on the part of team members themselves and their leaders. Here are seven common qualities high-performance teams exhibit that you should strive for when building your own agile team.
One of the principles behind the Agile Manifesto is “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Unfortunately, many associate that practice with performing team retrospectives at the end of a sprint, or periodically in kanban. But if you seek to build a high-performing team, there are more improvement activities you should consider adopting.
Scrum works well for collocated teams, but working with distributed teams brings its own different challenges. There should be some controls in order to prevent instability, ambiguity, and tension from turning into chaos. As the ScrumMaster is the servant leader of the team, here are four important initiatives the ScrumMaster can take to guide their teams—the four C’s of managing distributed agile teams.
In order to adopt DevOps, organizations need to be able to embrace the openness it requires, encourage experimentation and innovation, and work across departmental silos. You may be ready to encourage collaboration and communication to reap the benefits, but what if your company culture isn't? Here's how you can influence your organizational dynamics to lay the groundwork for DevOps.
There’s a lot of buzz in the agile world today about becoming more technical, automating everything, and learning the next miracle tool. While it’s important to establish a process, and tools can help with many steps of the software development lifecycle, the human contribution to project delivery is still the most important. Here are some qualities agile teams should encourage.
The Agile Manifesto contains values to guide teams toward developing better software. But its directives are also about leadership—influencing culture and creating an organization where people can collaborate to meet the needs of their customers. Here are seven lessons the Agile Manifesto can teach us about leadership.
In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed.