On agile teams, conflict is constant and welcomed as a catapult to higher performance. It is about people working together in a context of constant collaboration and change. This video discuss how can teams chart a course through conflict and turn it into a force for greatness.
Everyone has heard about the benefits of a strong Agile team. They are focussed, extremely productive and self-managing. Why is it so hard to make your agile team gain these same benefits?
They say there are three important characteristics of real estate: location, location and location. The same is true for scrum teams. Where scrum team’s members are located has a profound effect upon success and productivity. Agile advocates recommend collocation of a software development team and proximity to the customer.
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.
One of the cornerstones of Scrum is the self-organizing team: one able to make decisions in relation to the target to which it has committed. “Coaching Scrum Teams” addresses how to form groups of individualists into cohesive teams, where the members support each other and make use of each other’s strengths.
The article “Agile, Multidisciplinary Teamwork” by Gautam Ghosh presents techniques and tools used to create requirements with a team composed of the different participants of agile projects.
Sometimes Daily Scrum Meeting are not working. The meetings don’t release the power of the team get together in a “Scrum”. This blog post contains a list of smells to detect bad daily stand-up meetings.