Scrum defines just three roles, Product Owner, Scrum Master, and Team - not Manager. Pete Deemer explores the consequences for Managers, how the managerial role might be redefined (including a sample job description), and appointing the manager as Scrum Master.
There has been a lot of conversation going on around the configuration of applications, and how to manage it. This article explores things people can do from within their code to make their lives, and the lives of anyone else who has to administer or maintain their application, easier. These patterns have been used a number of times on ThoughtWorks projects, and they have proven their worth.
Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with. Too much central control destroys agility, inhibits creativity and resists change. Too much self-management leads to chaos and anarchy and destroys a team. A successful Agile Team operates as far along self-management as it can, without tipping over into chaos.
This article provides an overview of a successful product management transition to Agile, the most common pitfall to avoid and proposed solutions to the new challenges that arise. 4
The new brain science (social neuroscience, positive psychology, and imaging techniques) give us tools for understanding and enhancing the ability of men and women to work together. 27
This article explains the role of project manager in general in any industry and then tries to map it with the role of coach/facilitator in Agile. 14
In this article, we propose a leadership and management framework that fits well with the current need for innovation and distributed decision-making. 3
This article explores the structural economic changes brought up by service orientation and how the concept of services and the reuse of services promise long lasting relief from the cost treadmill.
This article outlines 9 principles Marc Lammers discovered while building the world’s best field hockey team, mapping them to software development practices. 7
Developers and the business use numbers differently, leading to poor communication. Here the "Spirit of Agile" tells a developer the trick: translate non-computational issues into number language. 3
Agile introduces a new leadership role, the "Agile Coach." Is it just a new name for an old role, like Line Manager or Technical Lead? Coach Pat Kua paints a picture of the role in this primer.
The "self organising team" paradigm demands new skills of team members – people skills they may not already possess. Here are some strategies and resources leaders can use to impart these skills. 2