Subject matter experts are silos - subject matter expertise needs to be shared. If experts are leaving a project, the subject stays. By then, if you are not able to close such a gap from within your organization, expertise needs to be bought from the outside. There is only one profound way to come around the problem: don't make people silos by making them subject matter experts.
Looking for a place, where you can find out more about what agile really means to us and how it helps to shape our future? Here you go - freeagile.org.
Many people are talking about agile today. Decreasing costs, increasing speed and quality, and the urge to empower employees to contribute their full work force to the growth and success of an organization. Even though there is a great side effect of agile.
Lot's of discussions are going on in the internet on possibilities to scale agile. There are various frameworks, which are gaining more and more popularity. This post points to one of the discussions at Agile Uprising on the topic.
Courage doesn’t always roar. Sometimes courage is the quiet voice at the end of the day saying: “I will try again tomorrow”
“Let’s say you are at a company with 10 people; price’s law states that approximately 3 people will be responsible for half of the productivity of value. Scale that out to 100 and now it’s 10 people who are responsible for half the productivity of value. Now scale that to 10,000 and you have 100 people responsible for half the productivity of value.” A finding that goes hand-in-hand with many examples of Pareto Distribution (https://en.wikipedia.org/wiki/Pareto_distribution). So what to do about it? Give power to small teams! Develop cross functionality, build in quality from the beginning, and increase competency and team performance. Mob programming is an agile practice, which can help…
What makes up a great scrum master? Test yourself and take a close look how you or your team is perceiving the daily routine.
“An organization that establishes safety as a prerequisite and experiments together, will improve together, and win together.”
“Intrinsic motivation is essential for high-performing teams. Those leaders who understand the difference between internal and external motivators and know how to harness them will have the edge on their competition, on the field or in the marketplace.” “Praise the effort, not the outcome.”
The fox in "The Little Prince" by Antoine de Saint-Exupéry points at the responsibility we take for each other
A write up of some exciting and astonishing discussions experienced in the Meetup "Dare the impossible: Cross-functional teams with end to end ownership" of the Agile Munich group.
(Missunderstood) Stances of a Scrum Master
In recent years a body of research has revealed another, more nuanced benefit of workplace diversity: nonhomogenous teams are simply smarter. Working with people who are different from you may challenge your brain to overcome its stale ways of thinking and sharpen its performance. Let’s dig into why diverse teams are smarter. [button url=”https://hbr.org/2016/11/why-diverse-teams-are-smarter” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
Tools and processes stand in the middle of agile history. But over time it turned out that there is much more about agile. Today agile is to be seen as instrument for a learning organisation, which requires practices, principles, values, and in the end the right mindset of everyone working in an agile organization. from https://www.linkedin.com/pulse/what-agile-simon-powers/
“The Stacey Matrix was developed to help managers determine the complexity of their environment and adapt their style of decision-making. For software development, the Matrix is often plotted along different axes; ‘Requirements’ and ‘Implementation’ (or ‘Technology’). The former is determined by the obviousness to which we know what we need to build (like the product) and what features to implement (‘What?’), whereas the latter is determined by the obviousness of what is needed to get there on in terms of implementation/technology (‘How?’). It should be noted that this adaptation does not really fit with Stacey’s original Matrix. But it does offer a similar conceptual approach to understand complexity within the…