|Door:||Stephan van Rooden, 16-11-2015|
When starting a team you run into a variety of challenges. In an earlier blog series I stated that a group of people doesn’t make them a team. How do you create a team? Where do you start and do the same practices apply for a new management team? In this blog I will share with you an alternative to the often used Team Manifesto. Using this technique will get even a management team into a better, more clear and positive collaborative state.
|Door:||Stephan van Rooden, 16-11-2015|
The best way to negotiate is with torsos angled, often at 90 degrees to one another. This avoids the face-to-face confrontational element whilst also allow looking at the other person's face. This position enables having an open conversation. What we thought, would this approach also work with large group estimations on effort and value? But without the time consuming conversations.
|Door:||Barry Overeem, 09-11-2015|
A couple of months ago I read the book 'Facilitator's and Trainer's Toolkit' by Artie Mahal. This book proved to be a gold mine for people interested in the craft of facilitation. I've always had the feeling that facilitation can be a powerful instrument that exceeds merely 'hosting meetings'. Facilitations skills are essential in everything we do, they are truly people- and leadership skills. Artie Mahal put my thoughts into words. In this blog post I'll define facilitation, describe the facilitation framework that shows the scale of organizational facilitation, and share my experiences as a facilitator.
|Door:||Barry Overeem, 29-09-2015|
This blog post is about a little box. A little transparent box. The box contained only one sticky note. A sticky note with a milestone. The milestone belonged to a a large project that concerned a comprehensive organizational change with multiple Scrum teams.
This milestone was special, because it was a milestone the team failed to achieve.
Today we had the first review with all the different teams that are involved with the organizational change. The review had the structure of a "marketplace". No PowerPoint slides. Every team prepared a flip-over & market stall with the most important deliverables, ups & downs off the previous period and deliverables for the upcoming sprints. With short demo's of 12 minutes every team presented & discussed their progress with the other teams and stakeholders.
On itself the review was already great, this little box of one of the teams however made it awesome!
|Door:||Barry Overeem, 28-09-2015|
Although the Daily Scrum seems to be a simple and straightforward event, I still encounter a lot of teams struggling with it. In this blog post I'll share my tips & tactics. You can use it as a checklist for you own Daily Scrum, and hopefully it helps you ensure the event to become (or stay) effective, fun and inspiring.
Purpose and Outcome
The purpose of the Daily Scrum is to inspect and synchronize the team's progress towards the Sprint Goal, discuss if anything impedes the team and re-plan the team's work to achieve the Sprint Goal.
The outcome of the Daily Scrum should be:
- An updated Sprint Backlog
- An updated Sprint plan to achieve the Sprint Goal.
Afterwards every team member should have a clear plan for the day ahead. Possible impediments that limit them from achieving the Sprint Goal should have been identified. After the Daily Scrum the team can spent some time to discuss the impediments in more detail and find a solution.
The members of the Development Team are the primary participants of the Daily Scrum. The Scrum Master (as a facilitator) and the Product Owner (providing clarity about Product Backlog Items) can join, but their attendance isn't mandatory.
|Door:||Barry Overeem, 23-09-2015|
|Onderwerp:||Scrum Values Leadership|
Update 23-9: my colleague Wiger Middelkamp gave me some feedback, this resulted in adding the third lesson learned.
Previous week I used the Spotify Squad Health Check model to assess a teams situation and condition. One of the cards the game contained caused quite a lot of discussing during the retrospective and also gave me some thoughts afterwards, namely:
Pawns or Players
Is Your Team a Set of Players?
We are in control of our own destiny! We decide what to build and how to build it.
Or is Your Team a Set of Pawns?
We are just pawns in a game of chess with no influence over what we build or how we build it.
Most of the teams I work with want to be a 'player', but how do you become such a team? In this blog post I've shared the three most important lessons I've learned. The team I have in mind is a Scrum team. This includes the Scrum Master, Product Owner and the Development Team.
|Door:||Barry Overeem, 21-09-2015|
This morning I read the interesting article 'The Agile Manager's Practice: Seeding and Cultivating Agile Champions' by Michael Hamman. It describes how growing and cultivating Agile Champions is a key practice of designing the desired environments. Michael emphasizes that it's about cultivating conditions in which agile practices can flourish.
My intention was to share some of the highlights of this article, but as a result I almost copied it as a whole... However, please check the original article for the entire context.