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
In the Scrum framework, self-managing team is a central element of success. Self-managing teams introduced a new concept of teams and emphasized the importance of individual member effort and the way it affects team performance. The focus of this paper is on teamwork quality in sel...
“We do scrum but we don’t do daily 15-minute scrum meetings.” That’s not scrum. “We do scrum but we don’t have retrospectives.” That’s not scrum. “We do scrum but we don’t have a product owner who prioritizes the backlog.” That’s not scrum. So don’t say you’r...
don't put the rule in place. Also, any time you consider adding a rule to a team, see if there's another rule (or constraint on how they work) that you can remove. Otherwise rules build up over time. It's good to periodically review all rules you've placed on teams and see if...
After introducing self-organized teams, we had 0.5 PM, 100 active Rangers, and were working on 10 concurrent projects, delivering continuous value. Find the supporting presentation here. Yesterday, Rui and I presented our journey and learnings at the Regional Scrum Gathering event, in ...
His solution was to learn something from the rebels it was fighting: decentralizing authority toself-organizingteams. 他的解决方案是从正在与之战斗的叛军那里学到一些东西:把权力下放给自行组织的团队。 3. Good morning,self-organizingsystems! 早上好,自我组织系统!
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.) ...
摘要: Over the last two decades, software development has moved away from centralized, plan-based management toward agile methodologies such as Scrum. Agile methodologies are founded on a shared set of core principles, including self-organizing software development teams. Such teams are promoted as ...
Self-organizing teams are not free from management control. Management chooses for them what product to build or often chooses who will work on their project, but they are nonetheless self-organizing. Neither are they free from influence. Early references to Scrum were clear about this. In “Th...
Self-organizing teams have certain characteristics [15]. First, they are driven by “zero information”, where prior knowledge does not apply. This enables the team members to challenge existing knowledge status quo and have the potential to create something truly novel. Second, they exhibit autono...