In projects that are implementing Scrum, the role of the Scrum Master is very crucial as he is a team facilitator. This article focuses on what is Servant Leadership, origins of servant leadership, how to transfer leadership to teams, the role of the Scrum Master as a Servant Leader and it expounds on the principal characteristics and traits of a Servant Leader.
Article “Purpose Case Management” describes a Case Management method that overarches BPM and Adaptive Case Management. Author reviews several modern movements such as Unstructured BPM, Social BPM, Dynamic BPM, and ACM. The article concludes with a generic method that allows switching between BPM and ACM depending on which one of them is more efficient in an execution context at certain moment.
Often project leaders—even Agile project leaders—talk about their projects in terms of features. Yes, and what do features really mean for stakeholders? Features are what your system or process can do. Benefits are why people care. And benefits equal business value. Learn why and how to communicate benefits rather than features—and what it will mean for you, your team and your organization.
Michael de la Maza shows how the latest neuroscience findings support agile software development and that there are good brain-based reasons why agile is so effective. 15
Key to the success of Agile is a "Whole Team", a cross functional team of generalizing specialists. A group that works across boundaries. Matthew Philip diagnoses some of their common problems. 2
Agile Team Rooms can help double the productivity of an Agile Team. The most common approach the Caves and Commons. At Menlo they do things differently and Lisamarie Babik has documented their setup. 9
In his new book Steve Denning shows how the application of Agile methods beyond software development is having substantive positive returns in financial, sustainability and team satisfaction areas.
This article ties a rather abstract and developer centered concept (story points) to the real world of business (spreadsheets and ledgers). Making this connection is essential for management. 5
Scrum defines no role for a manager. Pete Deemer explores consequences and options for managers, including redefining the managerial role and appointing the manager as Scrum Master. 6
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. 5
Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with. 5
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