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13 Practices for Better Code Reviews
When done incorrectly, code review can be irritating, excessively time consuming, and have little or no impact on code quality. However, if done well, it can improve the quality of code and reduce the overall time spent delivering features. This article provides several good practices regarding both technical and cultural aspects of code review.
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Q&A on the Book Team Topologies
The book Team Topologies by Matthew Skelton and Manuel Pais shows how to arrange teams within an organization to enable effective software delivery. It describes four fundamental team types and three team interaction patterns, and dives into the responsibility boundaries of teams and how teams can communicate or interact with other teams.
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Q&A on the Book Change-Friendly Leadership
Friendliness is the core denominator for active and willful participation of people when being affected by change, according to Rodger Dean Duncan. In his book CHANGE-friendly LEADERSHIP, he explores how to effectively lead and manage change, transition, and implementation issues in organizations.
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Q&A on the Book Thinking Remote
The book Thinking Remote - inspiration for leaders and distributed teams by Pilar Orti and Maya Middlemiss provides lots of ideas for managers and leaders who are working with remote or distributed teams. It can be used as a handbook for leaders of virtual teams, helping them to deal with the leadership challenges and making the transition to remote working.
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Psychological Safety: Models and Experiences
This paper discusses psychological safety that refers to a climate in which people are comfortable being (and expressing) themselves. A proposed model (called S.A.F.E.T.Y.) is discussed briefly, and the article proposes a path to how we can use this model in agile adoptions related to teams and organizations.
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Agile Coaching Around Conflict Management
Conflicts are not bad, it is the way we handle them that makes a difference. In a healthy team environment conflict can be a catalyst for creativity and innovation . A coach is not responsible for resolving conflict, the help the team keep conflict healthy and provide guidance and tools which enable positive outcomes
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The Magic of Organizing around Customer Journeys - and How to do it
Organizing around the value delivered to the customer requires maturity in the organization that needs to be built up over time. This article describes eight typical steps that companies are taking in order to mature towards the end goal of becoming a true enterprise agile organization, and explains how to move up the ladder.
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Appreciation at Work
As organizations across the world are experimenting better ways to sustain their employees’ engagement, appreciation and recognition programs have flourished in the last five years, among the best, if not the best, tool of predilection for making employees feel valued. Appreciation benefits are not limited to companies’ performance; they also benefit individuals and teams.
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Agile around The World - A Journey of Discovery
People in different parts of the world exhibit behaviours that can either fit with agile or be an impediment. David Spinks and Glaudia Califano are travelling the world to explore how national cultures impact agile adoption.
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Balancing Generalists and Specialists– Building Successful Agile Teams
Dave West of scrum.org discusses building successful agile teams, by exploring the concept of generalist vs. specialist team members, taking a look at technical skills and the balance of those skills, along with the job titles of those team members.
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Empathy is a Technical Skill
Empathy, like software, is a deeply technical topic that can challenge you in the best way while making your life richer and more rewarding. This article explores how an empathy-focused approach to software development can help pay down technical debt, increase automated test coverage, build trust among team members, and contribute to the overall health of a software system.
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The Challenges in Integrating Cross-Boundary Teams
Cross-boundary teams are the hub of innovation. However, creating and nurturing a cross-functional team for innovation is a challenging task. It needs a deep understanding of the nature of knowledge, diversity and interactions within a team. Managers and team leaders can infer valuable information from a deeper understanding of the contextual and knowledge level challenges in such teams.