When I finished my private pilot course a few years ago, I started flying a small plane to visit the surrounding airports. And it didn’t take long for me to start bringing my friends and colleagues with me. My confidence grew and after about a year I had the feeling, like many other novice pilots,
Many companies use the OKR (Objectives and Key Results) framework to set the goals of agile teams, and the popularity of this approach is constantly growing. The benefits are indisputable, but what about the readiness of agile teams to start using OKR? Take a look at the 3 most common issues that agile teams can
In a number of companies, we can meet teams that would be more accurate to call a group of individually working specialists. They differ greatly in the way they operate from the team, risk and their effectiveness. Let’s take a look at what the Group of Individually Working Specialists looks like. In such a group,
What should a good scrum master be able to do? Although Scrum is clearly associated with one particular framework, in many companies Kanban is represented in tens of percent of teams, elsewhere they also use Lean Startup or parts of it, for this people learn to coach, mentor, facilitate, talk to the company management and
One of the basic skills of members of agile teams is the ability to give feedback to their colleagues. However, basic agile approach training usually does not provide any guidance on how to provide feedback. And so it happens that the transmission of feedback sometimes ends in the emotions of both participants or, in the
Anyone who has ever dealt with Lean has probably encountered seven types of waste (Muda). Lean was originally created in Toyota for industrial manufacturing. That’s why it was initially harder for me to understand how I could apply this kind of waste to software production. Personally, an article on the kanbanize.com website helped me a
One of the first tasks of any good Scrum Master is to get to know the team and earn trust with the team. It is actually a prerequisite for you to be able to change anything in the team in the long term. Therefore, every experienced scrum master has in his portfolio various ideas and
It turns out that it is not uncommon for a scrum team to grow to such a size that the advantages of having a team together all the time disappear and the overhead begins to increase. We will look at how to deal with such a situation as simply as possible and avoid inconvenience in
In a number of companies, people have recently started to fill themselves in the role of agile coaches on a large scale. For example, in connection with the Spotify “framework”, we often encounter questions about how the role of an agile coach differs from a scrum master. Is the difference between these roles really just
Fragmented focus – this problem appears in almost every of the large companies that start with agility. The team has too many requests in progress than it can handle with the current number of people. Sometimes people in the team just slip into opening more and more requests. Elsewhere, part of the company culture is
