When people work together in agile teams, emotions are bound to happen. Where positive emotions can give a boost to team working, negative emotions can have significant impact on collaboration in teams and affect their productivity. Noel Radley published a report on how team mood can impact project management. InfoQ asked her why negative emotions happen and how agile teams can deal with them.
InfoQ is researching the factors that influence the mood of teams. As team mood is an aggregation of the individual moods of team members, understanding the individual mood and how it influences team working can help to learn more about team moods. InfoQ interviewed Gerald Weinberg about individual and team mood, influencing the mood of individuals and discussing moods in teams.
To become agile you might need to change the core values and beliefs of an organization. Applying value systems from spiral dynamics can help organizations to go from doing agile to being agile as Dajo Breddels showed in the path to agility at the XP Days Benelux 2014 conference.
How can you recruit good people and help them becoming successful without challenging your established workforce too much? According to Ralph van Roosmalen and Daan van Osch finding the right people will be one of the biggest problems in IT. At the XP Days Benelux 2014 conference Ralph and Daan will give a presentation in which they share experiences from IT recruiting at RES Software.
In lean, we co-design and continuously improve processes and tools to better serve individuals and interactions said Claudio Perrone. Lean views problems as a gap between the current situation and the standard and expectation. Am interview with Claudio about problem solving and learning, and on tools that can be used to apply lean thinking for change in organizations.
Jas Chong talked about HR in Agile and Agile in HR at the Agile Tour Brussels 2014 conference. She presented a case study where she worked as change manager together with an agile coach to introduce agile and lean practices in the organization, and worked closely with HR to realize these changes from the HR and organisation front.
Teams can share their experiences with other teams and coaches through storytelling. Agile coaches can facilitate a process of sharing experiences to empower teams and help them becoming self-organized said Patrick Steyaert and Wim Bollen. They showed a technique based upon archetype construction to draw learning’s from team stories which teams can use to design and travel their own agile journey.
Sometimes organizations that are adopting agile complain that they didn't get the benefits that they expected to get out of it. One of the possible reasons could be that insufficient attention has been given to performing the technical practices that support the agile values and principles.
Agile coaches often use a “hands-off” descriptive approach when coaching teams. The question is if such a coaching approach is always the best solution when teams are adopting agile? Would there be situations where prescriptive “hands-on” coaching could be more effective? How could you do it?
Worldwide Agile Coach Camps continue to allow coaching practitioners to share knowledge and experience with a view to improving outcomes for agile teams across many countries and industries. This post lists upcoming Coach Camps, looks at how and why they work and discusses their impact with participants.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
As the need for software products and services increases organizations look for ways to increase their capacity. Often organizations decide to scale up by adding more people. Some question this approach and suggest alternative ways to be able to deliver more software without adding people.
Several authors discussed the importance of training for the success of agile adoption. Teams usually receive training when organizations are adopting agile. The question is how much and what kind of training and coaching is needed for the managers to make an agile transformation succeed.
Organizations can work with agile coaches for the adoption of agile. Coaches use conversations to support people in the organization to change their way of working. Which practices do you use in agile coaching conversations?
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?