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Put the Feedback back into “Demo & Feedback”
As agilists, we know the importance of showing our work and getting feedback as early as we possibly can. That feedback guides what we do next. To get what you need to meet the desires of your stakeholders, this article looks at the demo and the feedback part of that session and provides suggestions for creating amazing demo & feedback sessions.
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Becoming More Efficient and Productive in a Distracted World
This article highlights how increased distractions in agile teams can affect our mental health and cause burnout. It outlines how various productivity hacks can help to reduce this problem and make you highly efficient using real-life experiences. Finally, it discusses various steps the software industry can take to help preserve our mental health and reduce distractions.
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Culture & Methods Trends Report March 2021
The most significant impact on culture and methods in 2021 is the disruption caused by COVID-19. We look at what's needed for good remote and the impact of bad remote, how management practices are evolving, and the importance of people skills for technologists. Paying attention to ethical issues, diversity and inclusion, tech for good, employee experience and psychological safety are important.
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Sociotechnical Implications of Using Machines as Teammates
AI has become more than just a tool; it is now meriting consideration as an additional teammate. While this increases a project’s efficiency and technical rigor, AI teammates bring a fresh set of challenges around social integration, team dynamics, trust, and control. This article provides an overview of sociotechnical frameworks and strategies to address concerns with using machines as teammates.
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Who is on the Team?
Ahmad Fahmy and Cesario Ramos take the changes to the new Scrum Guide as an opportunity to explore what it means to be "on a team." They draw on research to create an ACID test to differentiate who is on the team and who isn't. They discuss different mental models around the idea of a team with the hopes that you take this opportunity to discuss and elevate the roles within your organization.
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Improving Organizational Agility with Self-Management
This article presents "self-management" as a possibility to natively support agility to plant seeds and let both institutions and people thrive and benefit from it. Agility may go hand-in-hand with self-management as a way to shift mindsets and open a conversation to really find new ways of working in organizations.
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Adaptive Frontline Incident Response: Human-Centered Incident Management
The third article in a series on how software companies adapted and continue to adapt to enhance their resilience zeros in on the sources that comprise most of your company’s adaptive resources: your frontline responders. In this article, we draw on our experiences as incident commanders with Twilio to share our reflections on what it means to cultivate resilient people.
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Breaking the Taboo – What I Learned from Talking about Mental Health in the Workplace
Mental illness is a topic that does not get discussed openly very often. Many people concerned hide their own history for fear of being stigmatized, especially in the workplace. This is a story about how speaking openly about mental illness, even with your boss and co-workers, can help yourself and others. The author shares with you what she has learned from breaking the taboo.
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Meeting the Challenges of Disrupted Operations: Sustained Adaptability for Organizational Resilience
The first article in a series on how software companies adapted and continue to adapt to enhance their resilience starts by laying a foundation for thinking about organizational resilience. It looks at what organizations can do structurally during surprising and disruptive events to establish conditions that help engineering teams adapt in practice and in real time as disruptive events occur.
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Moving from Agile Teams towards an Agile Organization
For organizational agility, we need to improve the system for teams and individuals to thrive, instead of expecting them to change and fix the culture. This article explores some elements from a systemic point of view that are essential to create the right conditions for moving from agile teams towards an agile organization.
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Dealing with Remote Team Challenges
Remote working provides challenges such as providing equitable access, ensuring adequate resources and tooling, addressing social isolation and issues of trust. Remote-first and truly asynchronous teams tend to consistently perform better. In the future, organisations will continue to have remote on their agenda. Fully realising the benefits of remote teams requires trust building and intent.
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Q&A on the Book The Power of Virtual Distance
The book The Power of Virtual Distance, 2nd edition, by Karen Sobel Lojeski and Richard Reilly, describes the Virtual Distance Model and provides data and insights from research that can be used to lower Virtual Distance when working remotely together. By doing so, organizations can see quantifiable improvements in both business goals and human well-being among employees.