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.
Growth Facilitator role on an OpenAgile team | Agile Advice - Working With Agile Method... - 0 views
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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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Patterns and Anti-patterns in Enterprise Adoption - 0 views
Testing the Hard Stuff - 0 views
Company-Wide Business Agility and the Soviets - 0 views
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Tom Grant, a Forrester analyst who covers agile and product management, brought early results of his research on business agility to P-Camp. He has divided technology companies into An agile "vanguard" implementing first-wave improvements in their software development models, and Agile "transformation" companies making broad corporate-wide improvements in understanding customers and cross-departmental coordination.
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"the end of Soviet-style development." He reminded us that Soviet five-year plans had little to do with the reality of hungry Russians and empty store shelves. In the same vein, technology companies with top-down command-and-control waterfalls tend to be unresponsive and overly optimistic. They often lack good market-sensing mechanisms or useful bottoms-up development metrics, so they routinely deliver unexciting products later than planned.
Ideal Training for Enterprise-Scale Agility? « Scaling Software Agility - 0 views
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training strategy for a significant enterprise that is contemplating an “all in” (immediate and across the entire company) enterprise scale transformation approach
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for the enterprise, a combination of team-based and role-based training that would touch every practitioner is ideal
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all team practitioners receive a minimum of two days of agile training, (agile team training for the each team in the enterprise)
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Agile Product Manager in the Enterprise (4): Responsibility 2 - Manage Releas... - 0 views
Kanban development oversimplified: a simple explanation of how Kanban adds to the ever-... - 0 views
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It’s a lot easier to estimate a story that’s small — which can lead to more accurate estimates, and better predictability.
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It’s easier to plan with smaller stories. With big stories — stories that might take weeks for a developer to implement — it becomes difficult to plan a development time-box — particularly when the iterations are only a couple of weeks. It seems that only a couple stories fit — and there’s often room for half a story — but how do you build half a story? Splitting them into smaller stories makes it easier to plan those time-boxes.
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Shrinking stories forces earlier elaboration and decision-making. Where product owners could write their stories fairly generally and consider many of the details later, now breaking them down into smaller stories forces more thinking earlier in a planning lifecycle.
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Permanent Link to Feature Flow - Increasing velocity using Kanban - 1 views
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team that had some problems getting their process right
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their velocity was decreasing and spirits were low. Luckily we managed to change our process by changing some basic Scrum practices and replacing some of them with Lean practices, inspired by the new Kanban articles and presentations. Productivity is now higher than ever and we can now focus on what really matters: product quality and customer satisfaction.
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one major issue: getting things done. The major symptom was the frustration of management and the team with the project. The first 3-week time box (sprint) ending with about 30% (!) of all features still in progress, when, of course, they should all have been done and ready for shipment.
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Resources | limitedwipsociety.org - 0 views
Using a Task Board with One Remote Team Member | Mike Cohn's Blog - Succeedin... - 0 views
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Try to get the one person to move to where the rest of the team is.
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Having one remote is a cost that must be borne by the full team. For the right person, it’s easily worth it. But sometimes, the person who is remote has not special skills, knowledge or experience to justify the added hassle.
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continue to use the physical task board–it is simply too beneficial to the collocated team members to give it up in favor of a product backlog tool, especially if team members are already used to it and like it.
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Agile Game Development: The Project Manager Role - 0 views
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The Project Manager works with the Product Owner to insure that cost is always a consideration when evaluating the Product Backlog.
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"Super Scrum Master"
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Among the Project Manager's responsibilities:
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Scrum Log Jeff Sutherland: The Managers Role in Scrum - 1 views
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managers handle 'external stuff' to the team
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ontract negotiations and procurement.
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he role that a line manager plays in an employee's personal and professional development, often in the form of coaching or assisting in HR-related issues
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