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  • Establishing Autonomy and Responsibility with Networks of Teams

    Working in outdated ways causes people to quit their work. Pim de Morree suggests structuring organizations into networks of autonomous teams and creating meaningful work through a clear purpose and direction. According to him, we can work better, be more successful, and have more fun at the same time.

  • Scaling Software Architecture via Conversations: the Advice Process

    Andrew Harmel-Law recently published an article describing a decentralised, scalable software architecture process based on the "Advice Process". The Advice Process promotes software architecture by encouraging a series of conversations driven by an empowering, almost anarchistic, decision-making technique. It comprises one rule - anyone can make an architectural decision.

  • Shifting to Asynchronous Communication in Software Teams

    As some companies begin to go back to the office and embrace hybrid working, they are at risk of alienating those who wish to remain remote, which is looking to be a considerable number of workers in our industry. James Stanier suggests using more asynchronous means of communication and spending more time writing to each other rather than speaking in meetings.

  • Manuel Pais on Team Topologies during COVID-19

    Manuel Pais, co-author of Team Topologies, recently spoke alongside leaders of Capra Consulting who have used the topologies to move from hierarchical structures to empowered teams. We report on the journey and speak to Pais about team topologies in the context of COVID-19.

  • Paving the Road to Production at Coinbase: QCon Plus Q&A

    As Coinbase scaled both their number of engineers and customers, they needed more projects, faster iteration, and more control over their growing infrastructure. In developing their in-house deployment tool by looking at what developers were doing and trying to help them, they created a culture of self-service.

  • Product Owner Is a Bad Bad Idea

    The question of whether the product owner role is good or not clearly depends on a lot of factors, including team maturity, organisational maturity, organisational type, organisational complexity, and the product owner themselves. Some thought leaders are challenging the function of the role especially in these VUCA (volatile, uncertain, complex, ambiguous) times.

  • Optimizing for Speed with Continuous Organizational Transformation

    A rapidly scaling company needs different structures at different sizes. You’re continuously reinventing yourself as your company grows by iterating on structures, processes, and roles. Continuous learning is critical for organizational transformations to succeed and it requires a high level of organizational agility.

  • How to Supercharge a Team with Delegation: QCon London Q&A

    Delegating work can result in getting it done better and faster; it increases team autonomy and creates opportunities for learning. Delegation is a continuum: it begins by doing a task yourself and ends by having somebody else take on that task. James Stanier, VP of engineering at Brandwatch, spoke about delegating to self-organizing teams at QCon London 2020.

  • Trust in High Performing Teams: QCon London Q&A

    High-performing teams flourish in a culture of trust and safety. It’s important that trust come both from within and outside of the team, in order to avoid isolating teams from their stakeholders. Stephen Janaway shared his experience with trust in high performing teams at Qcon London 2020.

  • How Leaders Can Foster High-Performing Teams

    A leader can act as a coach, provide opportunities for ownership, and find out what motivates people to foster high performing teams. It also helps teams if leaders have powerful and meaningful conversations with team members and give vocal feedback face to face to team members.

  • Collaborative Decision-Making in Self-Organizing Teams

    Giving people the opportunity to express their full potential in self-organizing teams is the best way to make an organization thrive today, argued Lorenzo Massacci. At Agile Business Day 2019, he presented how teams that organize themselves can continuously make decisions effectively and efficiently.

  • Highlights from JAFAC 2019 Day 2: Leadership, Cultural Readiness, Self Care and Growth Mindset

    Continuing the coverage of JAFAC 2019 (Just Another F&#k!ng Agile Conference), the conference brings different voices to the fore and highlighting ways that agile ideas are being applied in a wide variety of contexts. Important themes that emerged on day two included cultural readiness for change, the importance of self care, and the need for a growth mindset at all levels of an organisation.

  • Eric Evans Wants to Improve the Language of DDD

    Eric Evans wants architects to actively engage in improving the language used when modeling and designing complex systems. Some of the fundamental terms used in DDD, such as Bounded Contexts, are often misunderstood. Evans wants to see an active community try to address these concerns, with the goal that DDD "should be a real, living body of thought."

  • Why Self-Organisation is Intuitive, Yet Challenging to Adopt

    Self-organisation can be challenging; you need to understand what's required to achieve, and success needs to be visible, said Mirco Hering, managing director at Accenture. He suggested to create boundaries in which to self-organise and enrich the team’s context, showing how well they are doing.

  • DOES London: Team Topologies and Cognitive Load

    At the DevOps Enterprise Summit in London this year, authors of the soon-to-be-published 'Team Topologies', a book that aims to offer a practical, adaptive model for organisational design, Matthew Skelton and Manuel Pais, took to the stage to share their thoughts with the audience.

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