Growing Agile
AUGUST 28, 2020
I was browsing LinkedIn recently and came across a post by the legendary Alex Sloley where he stated that he had signed the Oath for an Agile Coach. I was curious, looked into it and decided it was good. The Oath is modelled on the Hippocratic Oath taken by physicians, and whilst it is just a bit of fun, I find the values to be worth remembering and indeed living by as we go about our business day to day.
Scrum.org
AUGUST 28, 2020
In this series of ‘In-depth’-posts, we take time to consider the bigger picture. This series is not about easy answers or practical tips, but to develop a more complete understanding of what may be going on. If you take the time to fully read and digest this post, you will (hopefully): Understand how a social systems perspective gives you a better way to understand change, how it happens and what you can do to facilitate it.
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Wrike
AUGUST 28, 2020
As a project manager , you know that mid-project pivots are just part of the game. Often, it’s not the change itself that causes the most disruption; it’s the process — or lack thereof — for requesting and implementing the change that throws a wrench in things. That’s why proper change request management is so critical. . In this post, we’re breaking down precisely what change request management is, why it’s so important to have a change request process that includes change request forms, and ho
Scrum.org
AUGUST 28, 2020
In every Professional Scrum class, we talk about Done as an important concept in Scrum. And very often some students would get surprised when we tell this simple truth: The whole point of Scrum is to have a Done product at the end of a Sprint. And Done means potentially releasable – no more work needs to be performed for us to release the product into the hands of our customers.
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LiquidPlanner
AUGUST 28, 2020
A client checking in with me for a coaching call described his morning’s activities as follows: “I started my day by firing a long-standing employee for an ethical violation. Then I made a final decision on a strategic hire for our sales team. After extending the offer, I met with the senior management group and convinced them to fund new strategic investments and put a dagger in the heart of a major legacy product category.
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