“OKRs” is the acronym of “Objectives and Key Results.” This is a collaborative goal-setting tool used by teams and individuals to set goals with measurable results. In his book “Succeeding with OKRs in Agile”, Allan Kelly explains why he considers that “OKRs have the potential to reawaken the early ambition and drive inherent in agile. This time managers can join in too, not as obstacles to change, or change drivers, but as partners focused on the same outcomes for a greater purpose.”
Articles and videos on creating and managing cross-functional Scrum teams: scrum master, product owner and development team.
What is Mindful Agile Leadership? It is the perfect balance of 3 essential elements: The agile mindset : the heart of agile – our attitude and approach to work that is collaborative, adaptable, open to change, value focused with continuous learning and growth. Mindfulness : the quality of awareness – non-judgmental, objective, deliberate observation and openness to whatever unfolds in the present. Servant leadership : being of service to others – focused on the growth and development of others, empowering teams to be high performing.
I recently posted a quote from a conference saying that “Removing hierarchy and cross-team dependencies made space for strong collaborative teams.” Interestingly, I got many comments and questions about it. So let’s talk about hierarchy and why we don’t need it in Agile space.
Learn the experience of large Agile Transformation during turbulent times created by Covid-19. This describes how Scrum Masters changed the way of serving the organization, how you need to modify the approach and strategy of Agile Transformation and how this change impacts Scrum Teams.
If today many people equal Agile with Scrum, the Agile approach is also deeply rooted in software engineering practices, like pair programming or refactoring, promoted by the eXtreme Programming (XP) movement. In this book, Emily Bache presents the Samman Technical Coaching approach. It is a method for helping software development teams to become more agile and raise the quality of their work.
Agile methods encourage creativity through collaboration, but those ideas, and our responses to others, are filtered through our own perceptions. Most worrisome are the kind of perceptions that we have unknowingly built up and curated over many years, until we are barely aware of them.
Curious about how to build and sustain a remote-first culture? In this presentation, Rachel Davis explains how her team at Tes adapted their engineering practices to support small teams working in close collaboration over distance. With more engineers working from home or travelling than sitting at a desk in the London office, this talk covers how she organizes cross-team initiatives to sustain this way of working.