B. Gholami and A. Heinzl, "Leading Agile Self-organizing Teams: A Collective Learning Perspective," Konferenzveroffentlichung, 2013.Behnaz Gholami Armin Heinzl. Leading agile self-organizing teams: A col- lective learning perspective. http://gess.uni-mannheim.de/fileadmin/ gess_db/Publications/...
Benefits of Implementing Self-Organizing Teams in Agile Marketing Implementing self-organizing teams in agile marketing offers several advantages. First, these teams boost creativity. With each member contributing diverse perspectives, innovative ideas flow more freely. This diversity leads to more robust m...
Agile teams plan more, and they plan differently. Agile plans are not for comprehensive documentation, not to eliminate all uncertainty, and not to avoid midstream course corrections in advance. They are for tight team alignment on the next set of work. The provide clarity appropriate to the di...
Chapter 4. Scrum and Self-Organizing Teams Grand principles that generate no action are mere vapor. Conversely, specific practices in the absence of guiding principles are often inappropriately used. Jim Highsmith … - Selection from Learning Agile [Boo
Self-Organizing Roles on Agile Software Development Teams Self-organizing teams have been recognized and studied in various forms-as autonomous groups in socio-technical systems, enablers of organizational theorie... R Hoda,J Noble,S Marshall - 《IEEE Transactions on Software Engineering》 被引量: ...
You are a software development manager. You learn about agile and you think it is good. You adopt agile and you make all your teams into self-organizing teams. (Leave aside the question of whether you then quit in a fit of “no managers needed” – we can talk about that later.) ...
“Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” Agile Manifesto “The best architectures, requirements, and designs emerge from self-organizing teams.”
Many of the challenges in agile and Scrum stem from the idea of the self-organizing team. Of course, many (perhaps most) of the benefits are also the result of self-organizing teams. One of the questions I get from many leaders is whether it's OK to mandate the team do something like...
Self-organizing teams were widely popularized by Agile. It is mostly applied to team level and doesn’t apply to the whole hierarchy, thus its impact on motivation and engagement is limited.
Our journey of continuous experimentation was triggered in 2007 while exploring the Agile Manifesto. We were asked to unblock a large team of 30+ engineers, divided into a development and a quality assurance team. They were not communicating and no-one appeared to have an understanding...