What happens to a company when a visionary CEO is gone? Especially when they inherit a powerful business model this often results in gains in revenue and profits that can continue for years. What happens as soon the market, business model, technology shifts, these execution CEOs are ill-equipped to deal with the change – the result is a company obsoleted by more agile innovators and left to live off momentum in its twilight years. We can easily think of CEO as Product Owner. Here’s interesting take on this in the context of Microsoft and Apple. Lots of these lessons apply at a smaller scale products.
Do you use your product roadmap to drive your Product Backlog essentially, or do you use it to complement your Product Backlog? How do you make sure your Product Backlog remain focussed on the next release, and nothing else? How do you look beyond user stories? Here are 10 tips to help you create and maintain an effective Product Backlog.
How about applying lean startup techniques to government initiatives? E.g. how to curb the use of forced labor in manufacturing supply chain? How to improve international communication about space debris to avoid costly and dangerous collisions, How to improve coordination between governments, NGOs and businesses working to help Syrian refugees and How to better evaluate the effectiveness of peacekeeping forces? This is what Steve Blank tried here.
You can think of the definition of ready and the definition of done as two states of product backlog items during a sprint cycle. Both the definition of done and the definition of ready are checklists of the work that must be completed before a product backlog item can be considered to be in the respective state. How about an example of definition of ready? Read on.
Your team is working with multiple teams. Sometimes a team has different priorities (than yours) and what is marked as important on your board is pushed to the bottom of their backlog. Or worse is that the other team is using a completely different Agile methodology (for instance, your team might be running bi-weekly Sprints while the other team is running in Kanban mode). How do such team cross co-operate? Here are a few techniques.
You’re the Scrum Master of a team that for sure has room for improvement. But somehow, during the Retrospective nobody is really challenging each other and the burning issues aren’t discussed. Therefore the Retrospective often results in defining only small improvements. What do you do? How do you spice up the Retrospective? Here are 11 ideas to help you do it.
Striving to increase workplace diversity is not an empty slogan — it is a good business decision. A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean. Does the same apply to all the teams? Have a look.