Needs of High Performing Teams

Alex van der Star Door: Alex van der Star,  20-05-2016
Onderwerp: Agile Management   agile  Agile Coaches  Agile Coach  Agile Teams  Culture  Development Team  High Performing Teams  Scrum  Scrum Teams  Team Happiness  Team morale  What motivates people  zelfsturende teams  

The needs that High Performing Teams have

In my previous blogpost, I wrote about the characteristics of High Performing Teams. To come to these characteristics I did a small literature review. For this part, I will establish the needs that need to be filled in in order to enable teams to become high performing.

Remember, I am still talking about a team of knowledge workers developing and maintaining a software product.

The Prowareness Culture - Commitment

Door: Barry Overeem, Marten Meij, Stephan Vlieland,  19-05-2016
Onderwerp: Cultuur  
Prowareness is a coaching & consultancy firm with distributed Agile teams located in India. We help organizations transform into software-driven responsive enterprises. In the past few years Prowareness has been growing rapidly. To enable and harness this growth Prowareness uses the “cell philosophy”. When a team (cell) reaches a certain size, it’s divided into two. This ensures the separate teams preserve a maintainable size and further growth is stimulated.

Prowareness has formed its culture along the way and it appears to be a culture with lots of differences compared to traditional organizations. People that enter our office feel this culture right away and are sometimes surprised and intrigued by our approach.

The Prowareness culture is based on 7 values:
·        Teamwork
·        Continuous learning
·        Energy & craziness
·        Commitment
·        Ambition
·        Openness and transparency
·        Integrity

Undoubtedly, Prowareness is the most Agile company in the Netherlands. Yes, this is a bold statement. A statement that asks for a more detailed description. Therefore we will write a series of blog posts about our culture. Hereby culture is considered a result of the present mindset, behavior and skills. The areas by which a culture can be influenced are symbols, power structures, organizational structure, control systems, rituals and stories. We will describe the supporting activities and practices Prowareness uses to foster the values.

This blog post will be about the cultural value ‘Commitment’.

The Prowareness Culture - Continuous Learning

Door: Barry Overeem, Marten Meij, Stephan Vlieland,  19-05-2016
Onderwerp: cultuur  
Prowareness is a coaching & consultancy firm with distributed Agile teams located in India. We help organizations transform into software-driven responsive enterprises. In the past few years Prowareness has been growing rapidly. To enable and harness this growth Prowareness uses the “cell philosophy”. When a team (cell) reaches a certain size, it’s divided into two. This ensures the separate teams preserve a maintainable size and further growth is stimulated.

Prowareness has formed its culture along the way and it appears to be a culture with lots of differences compared to traditional organizations. People that enter our office feel this culture right away and are sometimes surprised and intrigued by our approach.

The Prowareness culture is based on 7 values:
·        Teamwork
·        Continuous learning
·        Energy & craziness
·        Commitment
·        Ambition
·        Openness and transparency
·        Integrity

Undoubtedly, Prowareness is the most Agile company in the Netherlands. Yes, this is a bold statement. A statement that asks for a more detailed description. Therefore we will write a series of blog posts about our culture. Hereby culture is considered a result of the present mindset, behavior and skills. The areas by which a culture can be influenced are symbols, power structures, organizational structure, control systems, rituals and stories. We will describe the supporting activities and practices Prowareness uses to foster the values.

This second blog post will be about the cultural value ‘Continuous learning’.

The Prowareness Culture - Teamwork

Door: Barry Overeem, Marten Meij, Stephan Vlieland,  19-05-2016
Onderwerp: Cultuur  
Prowareness is a coaching & consultancy firm with distributed Agile teams located in India. We help organizations transform into software-driven responsive enterprises. In the past few years Prowareness has been growing rapidly. To enable and harness this growth Prowareness uses the “cell philosophy”. When a team (cell) reaches a certain size, it’s divided into two. This ensures the separate teams preserve a maintainable size and further growth is stimulated.

Prowareness has formed its culture along the way and it appears to be a culture with lots of differences compared to traditional organizations. People that enter our office feel this culture right away and are sometimes surprised and intrigued by our approach.

The Prowareness culture is based on 7 values: Teamwork
·        Continuous learning
·        Energy & craziness
·        Commitment
·        Ambition
·        Openness and transparency
·        Integrity

Undoubtedly, Prowareness is the most Agile company in the Netherlands. Yes, this is a bold statement. A statement that asks for a more detailed description.Therefore we will write a series of blog posts about our culture. Hereby culture is considered a result of the present mindset, behavior and skills. The areas by which a culture can be influenced are symbols, power structures, organizational structure, control systems, rituals and stories. We will describe the supporting activities and practices Prowareness uses to foster the values.

This first blog post will be about the cultural value ‘Teamwork’.

Characteristics of High Performing Teams

Alex van der Star Door: Alex van der Star,  14-04-2016
Onderwerp: Agile Management   agile  Agile Coaches  Agile Coach  Agile Teams  Culture  Development Team  High Performing Teams  Scrum  Scrum Teams  Team Happiness  Team morale  What motivates people  zelfsturende teams  

How to create high performing teams

This is the first blogpost in a mini-series of three in which I explore actions that Agile coaches or Agile managers can take to create high performing teams. I focus on high performing teams that consist of knowledge workers creating a software product.

It looks like we are in the middle of a social revolution equal to the scale of the Industrial Revolution of the 18th and 19th century. We’re seeing more and more self-organizing teams that make their own decisions within boundaries set by organisational direction, strategy and/or vision. The benefits seem clear, teams that take ownership simply perform better. But what is exactly the mechanism behind this? Is setting a certain corporate direction and giving freedom to self-organising teams enough to end up with high performing teams?

The Scrum Master as an Impediment Remover

Barry Overeem Door: Barry Overeem,  07-04-2016
Onderwerp:

The role of a Scrum Master is one of many stances and diversity. A great Scrum Master is aware of them and knows when and how to apply them, depending on situation and context. Everything with the purpose of helping people understand and apply the Scrum framework better.

In a series of blog posts I will share the different stances I consider to be relevant for the Scrum Master. This blog post is about the Scrum Master as an impediment remover. I'll describe the most common definitions and examples of an impediment, the Scrum Master as an impediment remover and tactics to deal with impediments.

Project Mindset or Product Mindset?

Barry Overeem Door: Barry Overeem,  23-03-2016
Onderwerp:
Last week I participated in a Product Owner course facilitated by Gunther Verheyen. What triggered me was the part where we discussed the difference between having a project- or product focus. I've seen many organizations, Scrum Teams and especially Product Owners struggle with finding the balance. In this blog posts I'll share my thoughts about the difference between having a project or a product mindset.

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