Very little in our education or experience properly prepares a ScrumMaster or project manager for the role of agile coach. This leaves most wondering, "What is my role in a self-organized team? How do I help the team yet stay hands-off?" This chapter, excerpted from the book Coaching Agile Teams, shows you how to activate the journey toward high performance in both provocative and practical ways.
Too often in our work as architects and designers we focus on the task at hand, seldom reflecting on the past. We should really know better, how else do we improve? This article by Andres Kutt summarizes six learnings from 55 months as an architecture team lead at Skype. Some of them are technical while some focus upon the softer aspects of an architect's work.
All over the world, there are classes that teach people how to flirt. A German university even requires their IT engineers take a flirting class—not to attract a partner, but to learn how to interact more effectively in the workplace. Flirting means connecting with others, and connecting is the key to good communication. That is what the first principal of the Agile Manifesto is all about.
One of the responsibilities of self-organizing teams is to take decisions that respect everyone’s opinion. This book has some examples in coaching the team to navigate through difficult discussions.
Reuse can be hard, especially in a large organization. Vijay Narayanan offers 10 practical tips to assure effective reuse of software components. 4