Large Scale Scrum - 0 views
Large Scale Scrum (LeSS) @ J.P. Morgan - 0 views
Larman's Laws of Organizational Behavior - Craig Larman - 0 views
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"Larman's Laws of Organizational Behavior After decades of observation and organizational consulting, here are Larman's Laws of Organizational Behavior. These are observations rather than laws to follow ;) 1. Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and "specialist" positions & power structures. 2. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any change initiative will be derided as "purist", "theoretical", and "needing pragmatic customization for local concerns" -- which deflects from addressing weaknesses and manager/specialist status quo. 4. Culture follows structure. i.e., if you want to really change culture, you have to start with changing structure, because culture does not really change otherwise. and that's why deep systems of thought such as organizational learning are not very sticky or impactful by themselves, and why systems such as scrum (that have a strong focus on structural change at the start) tend to more quickly impact culture. i discovered that john seddon also observed this: "Attempting to change an organization's culture is a folly, it always fails. Peoples' behavior (the culture) is a product of the system; when you change the system peoples' behavior changes." "
Large Scale Scrum (LeSS) - 0 views
Feature Team Primer - 0 views
Growth Facilitator role on an OpenAgile team | Agile Advice - Working With Agile Method... - 0 views
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The responsibility of the Growth Facilitator is about more than simply prioritizing New Work goals and tasks. I see the role as contributing to the organizational culture, and helping to build the business in a sustainable way.
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As Growth Facilitator, I am also responsible for guiding the team toward delivering greater value for our stakeholders. At Berteig Consulting, our stakeholders don’t just include the company’s owners. Our stakeholders include a wide range of groups, including customers, suppliers, employees, and our families, all without whose support nothing we do would be possible. Delivering value to our stakeholders requires that we keep them in mind when we commit to our tasks each week.
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When I first started, I made goals that were broad, saying for example “to take care of our clients” or “to work at a sustainable pace.”
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The Definition of READY | Xebia Blog - 0 views
Fun Retrospectives - 0 views
Role of the Product Owner (Agile Requirements - Chapter 11 Excerpt ) - 1 views
42 Effective User Stories for Agile Requirements - Mountain Goat SW - 1 views
Jeff Patton on Lean Product Discovery - 1 views
User Story Primer by Dean Leffingwell - 0 views
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