Group items tagged scrum-list - Agilesparks

Yuval Yeret on 08 Jul 14

"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." "

<div class="cArrow"> </div><div class="cContentInner">"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." "</div>

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Large Scale Scrum (LeSS) - 0 views

less.works

large scale scrum craig scaling-agile-list

shared by Yuval Yeret on 12 Nov 14 - No Cached

Feature Team Primer - 0 views

www.featureteams.org/feature_team_primer12.pdf

agile afms-reading-list agile-hr agile-org-structure-list craig_larman basvodde feature team scrum

shared by Yuval Yeret on 20 Apr 15 - No Cached

Growth Facilitator role on an OpenAgile team | Agile Advice - Working With Agile Method... - 0 views

www.agileadvice.com/...growth-facilitator-role

agileblog agile

shared by Yuval Yeret on 07 Jun 09 - Cached

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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Berteig Consulting can update the Certified ScrumMaster course content so that all CSM course participants receive the best value in the market.” As soon as I made the direction clear, the team self-organized and generated tasks required to achieve each goal.
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As the Process Facilitator goes about helping the team overcome obstacles, it can become clear that the team needs to address a systemic challenge during one of the upcoming Cycles. The Growth Facilitator then states the need as a Cycle goal in a S.M.A.R.T. format, allows the team time to give feedback, and prioritizes the goal in the New Work list. When the goal is brought to a future Cycle Commitment Meeting, the team breaks the goal into tasks and solves the systemic obstacle that the Process Facilitator identified.
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Yuval Yeret on 07 Jun 09

Who is the Agilesparks Growth Facilitator? Who's the Process Facilitator for that matter? Interesting reading. Important aspect of managing self-organizing teams in my oppinion

<div class="cArrow"> </div><div class="cContentInner">Who is the Agilesparks Growth Facilitator? Who's the Process Facilitator for that matter? Interesting reading. Important aspect of managing self-organizing teams in my oppinion</div>

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