The idea of self-organizing teams has been called the secret sauce of agile development. This article describes a model with three layers to systematically develop healthy self-organization. The layer called Foundations describes the required organizational infrastructure; The layer called People deals with teams and the individuals in the teams while the third layer is about the outcomes.
Many agile teams suffer from the mismatch of agile and organizational leadership with the latter being reflected by the organizational hierarchy. This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.
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.
Hierarchical organizations can't react to new market opportunities and changes fast enough, this impedes the company’s survival in the long run. An interview on teamworking and increasing agility.
Last January, the OutSystems R&D group introduced a new product development team. This article explains how we organized ourselves and presents some of the major lessons we learned along the way.
This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement.
The book fifty quick ideas to improve your retrospectives aims to help people to get better outcomes from retrospectives and from any continuous improvement initiative. An interview with the authors.
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
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?
Brad Murphy talks about how traditional management can lead to disengaged employees, agile scaling, diagnosing the health of organizations and approaches for adopting agile and become more innovative.
In the book Reinventing Organizations Frederic Laloux researched 12 organizations who use fundamentally new ways to manage work and their employees.
This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects. 5