People and team member management for Agile project management and Scrum software development teams.
You company is transitioning to Agile and you need to hire people that will bring this type of expertise to you teams. This article propose 10 questions that you could ask to assess the vision of Agile by the prospective employees. The questions are only the first step and the article also provides guidelines on how to interpret the answers. It asks for instance “Did your iterations overlap? For instance, were the testers still testing Iteration 6 while Iteration 5 was being designed/developed?” and then discussed the status of multidisciplinary teams. Even if the material is more geared towards large organizations, every agile manager will find valuable content in it.
In this blog post, Matt Archer shares his definition of the Agile Test Lead role and what he thinks they should contribute to Scrum teams. He says that behind the practical aspects of the Agile Test Lead role, there are also subtle connotations of coaching in this position. In his opinion, it is this coaching element that makes many Agile Test Leads valuable for the Scrum team they belong to.
in this blog post, John Piekos explains how the ScrumMaster and Product Owner roles in Scrum are much more demanding than the Project and Product Manager roles of traditional project approaches. With frequent “potentially shippable product increments”, he believes that full-time effort is required from all members in order to be successful.
A CEO discusses three barriers that prevent Agile adoption: the management team, the technical team and the CEO himself.
This blog post discusses the issue of helping middle managers finding a new role in an organization that adopt agile approaches.
It’s important for people to believe that openness given can lead to openness received. This openness must extend to admitting mistakes when necessary. […] When people admit to mistakes, others in a group are more apt to do so as well. It’s always better to know about mistakes earlier than later. Being open about them has the added benefit of giving critics less ammunition.
The Core Protocols are our ‘best practices’ for people, teams of people and organizations that want to get great results – all the time. They are ‘Core’ because they are foundational – they can be used by all teams, anywhere, even if you already have organizational patterns and best practices of your own. They are ‘Protocols’ because they name and prescribe ways that people can interact (behavior), predictably, like the ‘protocols’ followed in diplomacy.
