An interview with Graham Dick about how agile impacts the role of project managers, if there is a need for project managers in agile, dealing with project managers that oppose to agile, applying agile principles to project management, what self-organized teams expect from project managers, how project managers can be a positive agent for change, and what to do to make collaboration work in agile.
The book Save our Scrum by Matt Heusser and Markus Gärtner provides advice for teams to implement Scrum. It explores what teams that are having difficulties doing Scrum can do to get out of trouble and find better ways to use Scrum. An interview about the knowledge level of people that are doing Scrum and "saving Scrum", pursuing business value, how Scrum fails, and adopting and tailoring Scrum.
Why Agile didn't work? In this article Ping discusses know the pyramid structure of the 12 Agile principles and the managerial and technical support required for Agile to work. 12
Rini van Solingen and Rob van Lanen wrote Scrum for Managers, a book providing answers for organizations that want to or are adopting Scrum.
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
Experienced Scrum Masters explain how they define and measure their own personal success as Scrum Masters, and share their lessons learned about how to achieve success. 1
What is an Agile Coach? What skills does a coach require? How do organizations support them? How does a coach make teams successful? We’ll apply our experience to answering these questions. 6
The book the coaching booster by Shirly Ronen-Harel and Jens R. Woinowski explores different coaching methods and practices and describes a framework for coaches to help people to reach their goals.
While the "Agile" industry is busy debasing the meaning of the word, the underlying values are still strong. Dave Thomas suggests to stop using the word agile and switch to agility.
With desired agile team traits like self-organising, role blurring and skill diversification, do we still need Test Managers in agile? How are the activities which have long made up the role divested?
We are at a crossroads in the agile-adoption narrative. Agile started spreading “bottom-up”, then shifted from teams to executives and recently to consultancy for large enterprises. What will be next?