What governance best supports product development efforts using agile frameworks? Don’t be tempted to over complicated things with a hybrid committee structure. Scrum has all the roles and responsibilities you need to deliver value.
What is a “daily stand-up” really for and how do you get the best out of this key Scrum event? How do you avoid stand-up fatigue? Here are some tips to make the Daily Scrum effective again.
Scrum teams excel in rapidly changing complex environments and their ability to adapt and pivot to fast changing business priorities can be a huge advantage. However, the current abrupt shift from co-located to remote working would challenge even the most high performing agile team.
Rapidly pivoting to new priorities and understanding what can be done now to solve immediate impediments to work are the new normal for executives. Their need to be more responsive has led to rapid acceleration of digital transformation plans and business agility.
Scaling is challenging and one of the key reasons agile initiatives fail is that the culture of the organisation is at odds with agile mindset and agile principles. But the next key factor is management support. So we knew that this change needed to be driven and supported by the leadership team in order to be successful.
Since the outbreak of COVID-19, remote working is becoming more and more the norm. While employees are starting to settle into remote working, leaders find themselves challenged in ensuring their employees are engaged and productive.
With the huge change organisations are experiencing moving to remote ways of working, one of the key challenges facing many executives is how to ensure minimal disruption to productivity and delivery at a time when they need to pivot and adapt to changing prioritises.
There’s a temptation in times of crisis for leadership to feel the need to redeploy people. The idea is that urgent priorities are best handled by moving people around, creating tiger teams, and putting them on the urgent work. Are long lived agile teams a luxury we can no longer afford?
Now more than ever, the ability to respond to change over ‘following a plan’ couldn’t ring truer. Now we are working from home, readjusting to a new ‘norm’, but all the while living in a state of chaos whilst still ‘keeping the lights on’ in the space of not months or years but in weeks, days and even hours. How do executives ensure their agile teams remain productive when working remotely?
The concern is that with remote working, we lose visibility and transparency and may not identify a problem till later down the track when a release or delivery is at risk. We analysed teams and provided executives with transparency of which teams we needed to target for coaching support and guidance to uplift the team’s ability to work remotely, remain cohesive as a team and deliver successfully.
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