Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers: that is what Ole Jepsen explains in this interview. At the XP Days Benelux conference he talked about truly leading people and the subtle but important differences between taking and giving control.
Great projects are generally the end result of commitment from three basic sets of actors: individual team members, teams and projects. With agile teams committing based on the needs of the business and their capabilities, and delivering against the commitment they make.
Schools use Scrum to help students to learn more effectively and develop themselves in an enjoyable way. The self-organized student teams work in sprints to learn subjects and evolve the learning process. Results from the agile way of working are improved quality of education, higher grades and motivated students. InfoQ interviewed people from several schools involved in teaching with Scrum.
All you’ve ever wanted to know about self-organized companies, without daring actually run one. 6
In the second of two articles Claudio talks about his experiences in team formation and collaboration and explains the process whereby he "became unnecessary" as team cohesion emerged. 6
In the first of two articles Claudio talks about his experiences in team formation and collaboration and how empowerment, refinement and facilitation enable the free flow of knowledge and value. 8
In this interview, Ben Linders explores with author William E. Perry his motivation for writing the book iTeams – Putting the “I” Back Into Team and the challenges teams face and learn to deal with.
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
In this article, excerpted from the book Coaching Agile Teams, Lyssa Adkins shows you how to activate the journey toward high performance in an Agile team in both provocative and practical ways.
Self-managed teams are unstable and are successful when the ‘Leadership – Self-Management’ dilemma is understood and dealt with. 5
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.
Feature teams are key to scaling agility for large teams. In an excerpt from "Scaling Lean and Agile Development," Larman & Vodde show how feature teams resolve traditional problems & raise new issues 2