Agile and The Chasm

Someone posed the question:  Has Agile Crossed the Chasm?, a reference to Moore’s work on marketing. Agile is no longer the prevue of pioneers and visionaries.  Agile shows up in the popular business press. PMI is all over it.   The big accounting/consulting firms are marketing agile. Clearly (at least the term) agile is reaching…

Continue Reading →

The Costs of a Struggling Team

Last week, I posted a mind map that shows the benefits of the team effect.  But what about the costs of a team that is not doing well?  A team that isn’t working well doesn’t have a neutral effect. A struggling team costs the people and the organization in engagement, quality, and money.

Continue Reading →

The Team Effect

A while back, I posted a little mind map about business costs of a struggling team.  But what about the benefits of the team effect?  What does a business gain when teams thrive?

Continue Reading →

But are they working hard?

Recently, I met with a group of managers who work in an organization moving towards agile methods. People seem to be happy working on cross-functional teams. They solve problems and work things out without management intervention. Best of all, they produce working software that the customers like. This makes the managers happy. But the managers…

Continue Reading →

ScrumMaster? Coach? Agile Coach? The needs of the team and work define the role.

No matter the name, the  intention of the role is to help teams learn new skills, continuously improve, and make the transition to a new way of working. Some people say it’s a technical role, others claim that the role is primarily facilitation. I say, there is no one-size-fits-all when it comes to hiring an…

Continue Reading →

Agile Teams at Scale: Beyond Scrum of Scrums

Agile methods depend on effective cross-functional teams. We’ve heard many Agile success stories…at the team level. But what happens when a product can’t be delivered by one team?  What do you do when the “team” that’s needed to work on a particular product is 20 people?  Or 20 teams? There are no simple answers. But…

Continue Reading →

Hiring for an Agile Team: 4 Reasons to Up Your Hiring Game

Most companies have policies that govern the selection and hiring process for new employees. Not a bad thing.  But I’ve noticed that in many of the companies I visit–especially the big ones–the guidelines put far less rigor around hiring people for dev teams than for management roles. (Occasionally, I see the opposite. Might write about…

Continue Reading →

Building Effective Teams: Miss the Start, Miss the End

(This article originally appeared on Gantthead.com) “The beginning is the most important part of the work.” Plato, Greek philosopher and writer, 429–347 B.C.E. I’ve written several articles about a manager’s relationship with a team that has already formed. A manager’s relationship with a team as they work is essential for cultivating a self-organizing team and…

Continue Reading →

New Roles for Managers: Interview with Lean Magazine

I recently did an interview with the nice folks at Softhouse.se for their Lean Magazine. The interview was a lot of fun, and made me think (which is fun). The full interview will be in their special anniversary edition, schedule to be out by Christmas.  (Information on obtaining the magazine here.)  In the meanwhile, some…

Continue Reading →

ScrumMasters and Agile Coaches: More than a Title

As I said in an earlier column, it’s not enough to slap the tile of Scrum Master or Agile Coach on a project manager, manager, or whatever other warm body happens by.  It’s also not enough to look for the keywords “CSM” or “coach” on a resume. If you are serious about helping teams learn…

Continue Reading →

Page 1 of 6