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.
This is a true story about a company that operates under principles of self-organization. It is organized according to the free will of each individual in the company, all of them freely choosing to co-operate for achieving some goals. All you’ve ever wanted to know about self-organized companies, without daring actually run one.
In the second of two articles Claudio Kerber talks about his experiences in team formation and collaboration and explains the process whereby he "became unnecessary" as the team he was working with built trust and cohesion through trust, shared knowledge and shared experiences. He examines the theoretical underpinnings and discusses ways in which servant leadership emerges.
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
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