There’s some weird stuff going on in the name of “agile” nowadays.Too many pretty promises, eager exaggerations, and misguided misapplications of misunderstood premises make for troubling times. So what is the future of agile? We want to share with you how agile fails and how agile succeeds. The key to the future of agile is being thoughtful, realistic, and above all skeptical.
Videos on Scrum and Agile Project Management
The Scrum Guide says that “The Scrum Master is a servant-leader for the Scrum Team.”, but what is servant leadership? We will talk about where servant leadership came from and what servant leadership is. We will talk about examples of servant leaders in our world and where to find more information about servant leadership. Finally, we will talk about how you can become a servant leader.
Nexus is a framework for scaled Scrum developed by Scrum co-creator Ken Schwaber and Scrum.org community. It addresses the most painful problems of scaled development – dealing with dependencies and building ‘Done’ integrated software every iteration.
In small Scrum teams, it’s common for people to share roles such as Scrum Master / Tester / Dev but in a lot of cases there are conflicting interests. How can a Tester adequately test when as a Scrum Master the highest priority is assisting the team to deliver?
As an Agile Coach or Scrum Master do you want to add energy to your team that looks not enthusiastic or resists change? Is it possible to cause harm to your team even with proper Agile coaching? Yes, if you are working with tired, exhausted or even burned-out teams, they do need special treatment, usually counterintuitive to the coaches.
The first principle of the Agile Manifesto tells us that we have to deliver value: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. However, when faced with seemingly endless choices and a world moving at an increasing speed, how do you evaluate strategic options with speed and precision?
Traditional performance reviews don’t improve performance and are an impediment to collaboration and Agile team self-organisation. What if Performance Management was the responsibility of the whole team? How would that look, would it work and could it be more effective?Agile makes this possible.