To set up your organisation to succeed, Change should not be an after thought or purely a downstream actvity. It’s not a supporting service, it belongs in your agile teams.
The last Scrum Guide was published in 2017. In 2020, what does the Scrum Guide now reinforce as “best practice” for its framework? Scrum in non-software environments – including medicine, HR, and finance, as well as in service delivery – is now its focus.
The new version of Scrum (2020) says teams should be self-managing. What does this mean and what are the impacts for managers?
To be effective, agile coaches require deep, applied expertise and experience across multiple organisations, multiple projects and industries. As the organsiation scales, the Agile Coaching Development Pathway shows the focus of the role as it scales to more responsibilities beyond being a coach of a single team and provides guidance on what knowledge and experience is required to be an Enterprise Coach.
How to mitigate Integration issues? – In the short term, transparency and communication is key. In the longer-term, we needed a more empowering state so we looked at how to to use agile practices to build capability and evolving environment practices to move to automation and continous integration.
With uncertainty at an all time high, the response of many organisations in those early days was to batten down the hatches and the impact may be felt for many months to come. To survive through this, big up front planning will be out and pivoting to respond to change will be the new normal.
If your an agile coach, just knowing Agile, or Scrum, or how to set up a Kanban board won’t be enough to get you though the complexities involved in successfully performing the role and being an agile leader. Seek to expand your knowledge and capabilities and practice intentionally as part of your own continuous improvement.
Leading remote agile teams was always going to be tricky. Implementing these 6 strategies can help leaders reduce team stress, address concerns about work progress, increase productivity for the teams, and restore and maintain healthy communication channels.
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.
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.
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