Markets push poor performing companies out of business. Do we see the same phenomena within the closed ecosystem of an organisation also, i.e. poor performing teams and individuals are forced to change? How does this work in a self organising environment? If you are a servant leader, how do your enable this? When and how much do you intervene, especially in the case where improvement in performance is involved? Here are a few key questions to help you understand this.
Probably you’ve explored using Scrum to drive organisation wide improvement. It’s critical to create an organisational improvement backlog, identify empowered Product Owner, effective Scrum Master and build a team capable of implementing change. But how do you plan a Sprint, and even more importantly, how do run the Sprint Review? Here are some practical tips to help you do exactly that.
Agile and Scrum help us focus on the customers, help us self organise, and reduce risk. Why do many middle managers dislike it then? Why having a few Agile teams lead to huge amount of friction with middle management? Will smart organisations move towards creative and customer focussed model with a lot of pain, sweat and blood or will it be elegant and quick? Here’s an interesting perspective.
Experiments are about testing certain hypotheses, learning from them and getting better. This is different from traditional notions of testing. How can we drive growth by leveraging higher tempo testing? How to run tests to optimise and to discover? And how do we link these to our Product Backlog? Have a look here.
Product Owner work is tough. They need to work with the team, keep an eye on the market, and work with stakeholders. And manage the Product Backlog. And be reasonable available to answer any questions. Here’s a brief look at a day in the life of a typical Product Owner.
Let’s say you have a person with special skills on the team, e.g. someone who does UI really well. As we strive for efficiency, work queues up for this expert. And we end up with people with unfinished work – lots of open work. How do we get to a point where team members are able to finish work at the same time? Read on.
Kanban boards help us visualise our work in progress, and help us identify bottlenecks. These can help us in improving the process. How can we use the boards in various situations as in product development, sales, marketing, design and consultancies? Here are 7 examples Kanban boards.
You are getting close to release. You are testing your product. When do you stop testing? When you are not discovering any more bugs, right? It may not be the right answer, according to the author of “The Art of Software Testing”. Well, when do we stop testing? Here’s an interesting take on this.
AGILE
How to Manage Self Organising Teams?
Markets push poor performing companies out of business. Do we see the same phenomena within the closed ecosystem of an organisation also, i.e. poor performing teams and individuals are forced to change? How does this work in a self organising environment? If you are a servant leader, how do your enable this? When and how much do you intervene, especially in the case where improvement in performance is involved? Here are a few key questions to help you understand this.
dzone.com
Serious Organisational Improvement using Scrum
Probably you’ve explored using Scrum to drive organisation wide improvement. It’s critical to create an organisational improvement backlog, identify empowered Product Owner, effective Scrum Master and build a team capable of implementing change. But how do you plan a Sprint, and even more importantly, how do run the Sprint Review? Here are some practical tips to help you do exactly that.
agilepainrelief.com
Why do Managers Hate Agile?
Agile and Scrum help us focus on the customers, help us self organise, and reduce risk. Why do many middle managers dislike it then? Why having a few Agile teams lead to huge amount of friction with middle management? Will smart organisations move towards creative and customer focussed model with a lot of pain, sweat and blood or will it be elegant and quick? Here’s an interesting perspective.
agilealliance.org
PRODUCT OWNER
Running High Tempo Experiments
Experiments are about testing certain hypotheses, learning from them and getting better. This is different from traditional notions of testing. How can we drive growth by leveraging higher tempo testing? How to run tests to optimise and to discover? And how do we link these to our Product Backlog? Have a look here.
agilemarketing.net
A Day in the Life of the Product Owner
Product Owner work is tough. They need to work with the team, keep an eye on the market, and work with stakeholders. And manage the Product Backlog. And be reasonable available to answer any questions. Here’s a brief look at a day in the life of a typical Product Owner.
blog.3back.com
TEAM
What Happens When People Can’t Finish Work
Let’s say you have a person with special skills on the team, e.g. someone who does UI really well. As we strive for efficiency, work queues up for this expert. And we end up with people with unfinished work – lots of open work. How do we get to a point where team members are able to finish work at the same time? Read on.
jrothman.com
7 Ways to Create a Kanban Board?
Kanban boards help us visualise our work in progress, and help us identify bottlenecks. These can help us in improving the process. How can we use the boards in various situations as in product development, sales, marketing, design and consultancies? Here are 7 examples Kanban boards.
dzone.com/articles
TESTING
When Do You Stop Testing?
You are getting close to release. You are testing your product. When do you stop testing? When you are not discovering any more bugs, right? It may not be the right answer, according to the author of “The Art of Software Testing”. Well, when do we stop testing? Here’s an interesting take on this.
testing.dzone.com
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