|Door:||Stephan van Rooden, 01-03-2014|
|Onderwerp:||Scrum Retrospectives Scrum Teams|
This is the first post in a series of blogs on groups and Scrum. This first blog will look into what a group is and into what makes a group into a team. In future posts I will explain more on why we do retrospectives, knowledge sharing in a group and much more. Let’s start with the definition of what a group is.
What is a group?
Take a look at these two pictures below:
Which one of these two do you consider to be a group? Most likely you chose the photo on the left over the photo on the right. But why? Because implicitly, you already accept a definition of the term group close to the ones adopted by social psychologists:
|Door:||Wouter van der Meer, 25-02-2014|
|Onderwerp:||High Performing Teams|
In 2014 is kennisdeling een belangrijk thema binnen Prowareness. Iedere maand zijn er verschillende Round Tables met klanten waar Hot Topics worden besproken met als doel organisaties met elkaar in contact te brengen en van elkaar te leren. De afgelopen Round Table stond in het teken van de meetbaarheid van de waarde die teams opleveren en team KPI’s. Voordat we de diepte in doken kwam de eerste belangrijke vraag snel ter tafel: Waarom willen we eigenlijk meten?
|Door:||Rini van Solingen, 24-02-2014|
This week I encountered a usage of Scrum that appeared quite awkward to me. As a matter of fact, to me it seems as if this a Scrum stretch that violates almost everything Scrum stands for. What it was? It was an organization I visited that is using Scrum already for years but they encounter many challenges they said. In fact they had the feeling Scrum made things worse, so they asked me to come by.
Doctor Scrum pays you a visit, as such. I met a collection of very engaged people that were working in a strong plan-driven and long cyclic environment. They have organized themselves in Scrum teams, but used terms as: ‘Design Sprint’, ‘Development Sprints’ and ‘Test Sprints’. Poking a bit and questioning them, it appeared they have broken up their traditional process in two week time-slots that all focus on a stage in the waterfall. Such a two week period they call: a Sprint.
These Sprints help them a lot! They plan their work together, have short term focus, work as a team, have daily Scrums to align progress and help each other out, they reflect on their way of working in retrospectives, and more. Employee satisfaction went up, but they have problems with predictable releasing. In fact, they hardly deliver on time and always need several additional stabilization and rework sprints to produce a shippable product.
|Door:||Paul Weghorst, 19-02-2014|
Large companies are often thought leader in a specific market area. They got this position by being innovative. Innovation is a creative process where you need a good feedback cycle with customers. In software development we use the same frequent feedback principle in frameworks like Scrum. Hopefully large companies keep their pole position by being innovative, and not just by reputation and scale. Recently I did several training sessions with senior managers of big enterprises in our "Agility @ Senior Management Level" training. I discovered an interesting phenomenon.