What makes up a great scrum master? Test yourself and take a close look how you or your team is perceiving the daily routine.
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.
One of the biggest mistakes leaders make is thinking they are supposed to have all the answers, especially when it comes to vision. There is a natural desire to look like you are smart and know what you’re doing. But sometimes the smartest thing you can do is to involve your team in creating vision and strategy and invite them to think together about the future. You don’t need to have it all figured out before you talk about it. In fact, it’s better if you don’t. This amazing article from Seapoint Center gives eight guidelines to involve your team in creating vision and strategy. [button url=”https://seapointcenter.com/involve-your-team-in-creating-vision/” target=”_blank” size=”small” icon=”external-link”]Open…
When talking about agile and agility, we should not forget that we are talking a lot about culture, values, and identity. Irrespective if we start an agile transition from top to bottom or from bottom to top, we need to understand that we have to take a lot of people with us. For many it is a big adventure, as their system, which helped them to achieve stability and reliance is questioned to some degree. We ask them to trust people, with whom they probably never have worked with and where they are lacking a fundamental understanding of their needs and objectives. Learning by Doing I am trying to foster…
“… meetings aren’t just about delivering results. There’s another outcome that leaders should be paying more attention to: creating a quality experience for each participant.”
“In the Agile world, there’s an effort to move away from estimates in hours towards estimating in story points, often using a Fibonacci sequence. The idea is that the larger a story is, the more uncertainty there will be around it and the estimates will be more inaccurate. The approach underscores the uncertainty in every estimate.”
When it comes to the future of the workplace, the only safe prediction is to say that it will be different from today—more different than most of us can imagine.
Agile methods are getting more and more grip in a fast-paced business world – mainly because they promise easy adaptation to change. But listening to people working in such agile setups, quite often they suffer from it than that they benefit. Why?