Making whisky is rather fascinating. Whether you like the drink or not. And working at a distillery for a day or so sounds even more fascinating. What if you got that chance and on top of that you were able to apply some Lean principles to improve the process. This is exactly what this article is about.
To become an effective Scrum Master, you need to become very good at one-on-one interactions that form the core part of the role. It’s where the you spend time, not in group meetings or team collaboration, but behind-the-scenes in 1:1 sorts of discussions. These can be critical in working with the team (difficult team members, new team members), Product Owners, and stakeholders. Here are some critical interactions tips.
Helping an organisation or a team in their transformation is a tough ask. How do you build build rapport and influence others during this transformation journey? Many times you’d disagree with the team members point of view, how do you manage this conflict? You’ll face resistance. If you don’t understand the reason behind resistance, it’s very difficult to find a way forward. What do you do? Here are some tips.
Jobs-to-be-Done is a mature, well-documented framework, it’s primarily been used to help innovate on and sell physical products – like milkshakes and mattresses. The same principles apply to software products. Even more so in some cases. When you discover the jobs to be done by your product, you may change your whole product strategy. How do you find out the jobs-to-done? How to harness not only the functional but emotional aspects that influence your customers? Have a look.
How do you make sure that you don’t become “un-Agile” when you end up with a lots of team? Well, it’s the scaling topic (yet) again. How do you make sure that the teams remain aligned? Here’s a very brief presentation deck that highlights some of the core principles.
Workflows are a very common element of software. But they can be hard to split well when you’re trying to work in small, thin slices because the most obvious split turns out to be wrong. Here are a couple of approaches to help you split the workloads in a more effective way (video)
You’re working with a team. You want something (get something, get something done or something along this line). You’re new to the team or organisation. One of the things we struggle with is communicating their needs to others. Because we shy away from conflict, and don’t want to trouble or inconvenience or coerce others, we might favour avoiding expressing our own needs in case it might become a “burden”, or lead others to feel obligated or compelled to do something. Relying on mind-reading to get our needs fulfilled creates feelings of frustration. What do you do? Have a look.