There is no one ideal set of criteria for a productive work environment, but there are some common themes that team members and managers can keep in mind. On an agile team, the issues of office space, remote working, and multitasking are great topics to discuss at an iteration retrospective.
Joe Townsend explores the meaning of the term wagile. Apparently, this word is a result of what occurs when a team slips from agile development into waterfall development. In this story, Joe lists several organizations that have gone wagile and what we can learn from them.
Agile teams often struggle with estimation. As essential as the concepts of measurement and feedback are to agile software development, the concept of "estimation" seems to stir memories of non-agile projects, and it provokes fears of excessive process.
Based on his own experience in delivering a large-scale agile project, Venkatesh Krishnamurthy shares with us a secret recipe for scaling agile projects. Apart from team size, tailoring practices to accommodate scaling plays a key role for successful implementation.
Creativity, the ability to make new things or think of new ideas, is something we value. Steve Berczuk writes that established best practices, such as patterns, can help us solve many problems efficiently, but breakthroughs arise from creative solutions.
To succeed as an agile coach, you need to understand the skills and mastery that the position requires. Here, Venkatesh Krishnamurthy shares some tips that will help you coach an agile team. Remember, it has been found that successful leaders have creative traits rather than reactive ones.
Technology is a driving force in how people work. Cloud services are powering more of today's business technology than ever before, with companies relying on them for software and network storage needs. In coming years, organizations will rely even more on the cloud. What could this mean for you?
There are varying reactions to using frameworks to scale agile. One concern surrounding the rise of SAFe and DAD is the creation of new methods that are compared with or pitted against existing sets of techniques, fragmenting the agile community. Do you really need a framework to scale agile?
In countries with high power indices, it’s more difficult for people in less powerful positions to talk to people in more powerful positions. A transition to agile exposes this power differential, which can be uncomfortable or intimidating. Read on for ways you can help people adopt agile practices.
Common thinking is that a leader should be the best doer or the best doer should always be the first choice leader. But if we look at the dimensions of skills alone, leading and doing require very different skill sets. So the essential question is—Should a leader do or should a leader lead?