In his book, iTeams – Putting the “I” Back Into Team, author William E. Perry demolishes the cliché - "There is no ‘I’ in team." As Perry explains, the phrase is nonsense because it is the individual differences in team members that make teams great. In this interview, Ben Linders explores with the author the motivations for writing the book as well as some of the key thoughts.
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.
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.
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
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
Why do Agile teams get stuck in the just-average "norming" stage, never making it to the exciting high "performing" stage of team growth? The invisible "learning bottleneck" can stunt performance. 16