"12 Questions Every Great Agile Team Answers Every Day" helps you learn to adopt Agile values, methods, and techniques by taking on a dozen key questions you need to thrive in today’s conflicted environment.
From Chaos to Confidence: DevOps at LeanKitJon Terry
As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company.
But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times.
In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict.
But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company.
There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
From Chaos to Confidence: DevOps at LeanKitJon Terry
As a company, LeanKit have believed in Lean, Kanban, Agile, DevOps since our founding. We've alway talked about how important these ideas are - in the community and inside our company.
But that doesn't mean that doing those things in practice has been easy. We're a very fast growing startup in a very competitive market space. We've tripled in size in less than a year and nearly came apart at the seams at times.
In fact, in the fall of 2015, our technology team were having a very hard team. We were out of synch with our sales & marketing partners and facing a lot of internal conflict.
But we came together as a team and worked hard to implement a well coordinated system of values, team structure, cadences, and standard practices. We're now in a much better place as a team and generating much better results for our company.
There are no one-size-fits-all answers for companies. I can't promise that if you copy LeanKit you'll succeed. But we do think we have some interesting lessons learned to share and that you just might be able to pick up some ideas that you can take back to your company.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
The Challenge and Reward of Continuous Improvement and Change Management. Why it pays to be persistent with good ideas. Think outside the box... Eventually people will jump on board.
In this presentation we take a systems perspective on change. We use constraints (over constraining, lack of constraints, governing and enabling constraints) as a way to understand the nature of change. We argue that this new understanding is a pre-requisite to design effective change programmes and show how it can be used to design effective kanban systems for change that help to create a healthy flow in the change.
Session materials from interactive workshop on business hackathons. Business Hackathons are immersive, dynamic events that bring together business and technology to imagine, design and build innovative solutions.
Nervous or unsure about your presentations skills? Need some solid advice on pitch structure, slides and even body language? Communication Coach and body language expert Ric Phillips shares his secrets to help entrepreneurs and professionals get to the next level of pitching and presenting in business, in this installment of Toronto Net Tuesday.
From a Product Vision to a running software... and back again, and agile coac...Andrea Tomasini
Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering
Learning & Development is one of the most valued benefits among today’s workforce.* However, an astonishing 1 out of 4 employees leave their jobs due to lack of sufficient training.** The world of work is ever-changing. How can organizations on-board more efficiently, bridge the skills gap and ultimately build a culture of learning?
In this webinar led by Udemy for Business you will learn the key trends that will help shape tomorrow’s workforce. Understand interesting statistical findings on learning and development, as well as Udemy for Business's top "learning commandments" that will help you take action and begin building a strong learning culture in your organization.
Takeaways:
Top challenges HR executives face with regards to organizational culture and employee engagement
How is the HR team communicating with employees to determine what they want and need from their manager and employer?
Challenges encountered, lessons learned
Has this communication helped drive employee efficiency?
How are learning and development opportunities key to the success of your business?
What are some of the latest trends emerging in the learning and development space?
How are you leveraging these tools to nurture leaders and drive engagement within the organization?
How are you measuring the effectiveness of training initiatives and new learning opportunities?
From Frustrated Foes to Staunch Advocates: How to Make Your Customers Love YouCynthia Clay
A one-hour webinar introducing the critical importance of selecting, training and empowering customer service providers well; helping CSRs develop the skills to handle angry customers; bringing Blazing Service customer service training to your organization.
How to Think Big, Start Small and Fail Fast by Google PM LeadProduct School
Main takeaways:
- Thinking big: expand your ideas and understand today and dream up tomorrow. This will take your company/product into the future
- Start small: it's time to go into validation stage, organize your ideas into a roadmap that starts small and builds more value over time
-Failing fast: learn from your failures and do it fast (if you never failed, you probably did not aim high enough)
Rapid Learning Cycles (RLC) is an Agile framework for contexts of high-cost-of-change / high-uncertainty (such as hardware, business development, services, etc). It allows for faster innovation by reducing long feedback loops and promoting knowledge exploration. Next Agents is an affiliate of RLC for the Nordics.
How to Get to Know Your Users by Google's former Product ManagerProduct School
The single most important thing you can do as a Product Manager is to get a solid understanding of your users. Where are they? How many? What are their personas? Why do they currently use your product?
The user/customer is the basis of any business. So, how does one get a deeper understanding of who the user/customer is?
Vikram Chatterji, former Product Manager at Google, talked about how these methods vary based on company size, type (B2B, B2C), and proximity to end users.
The Challenge and Reward of Continuous Improvement and Change Management. Why it pays to be persistent with good ideas. Think outside the box... Eventually people will jump on board.
In this presentation we take a systems perspective on change. We use constraints (over constraining, lack of constraints, governing and enabling constraints) as a way to understand the nature of change. We argue that this new understanding is a pre-requisite to design effective change programmes and show how it can be used to design effective kanban systems for change that help to create a healthy flow in the change.
Session materials from interactive workshop on business hackathons. Business Hackathons are immersive, dynamic events that bring together business and technology to imagine, design and build innovative solutions.
Nervous or unsure about your presentations skills? Need some solid advice on pitch structure, slides and even body language? Communication Coach and body language expert Ric Phillips shares his secrets to help entrepreneurs and professionals get to the next level of pitching and presenting in business, in this installment of Toronto Net Tuesday.
From a Product Vision to a running software... and back again, and agile coac...Andrea Tomasini
Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering
Learning & Development is one of the most valued benefits among today’s workforce.* However, an astonishing 1 out of 4 employees leave their jobs due to lack of sufficient training.** The world of work is ever-changing. How can organizations on-board more efficiently, bridge the skills gap and ultimately build a culture of learning?
In this webinar led by Udemy for Business you will learn the key trends that will help shape tomorrow’s workforce. Understand interesting statistical findings on learning and development, as well as Udemy for Business's top "learning commandments" that will help you take action and begin building a strong learning culture in your organization.
Takeaways:
Top challenges HR executives face with regards to organizational culture and employee engagement
How is the HR team communicating with employees to determine what they want and need from their manager and employer?
Challenges encountered, lessons learned
Has this communication helped drive employee efficiency?
How are learning and development opportunities key to the success of your business?
What are some of the latest trends emerging in the learning and development space?
How are you leveraging these tools to nurture leaders and drive engagement within the organization?
How are you measuring the effectiveness of training initiatives and new learning opportunities?
From Frustrated Foes to Staunch Advocates: How to Make Your Customers Love YouCynthia Clay
A one-hour webinar introducing the critical importance of selecting, training and empowering customer service providers well; helping CSRs develop the skills to handle angry customers; bringing Blazing Service customer service training to your organization.
How to Think Big, Start Small and Fail Fast by Google PM LeadProduct School
Main takeaways:
- Thinking big: expand your ideas and understand today and dream up tomorrow. This will take your company/product into the future
- Start small: it's time to go into validation stage, organize your ideas into a roadmap that starts small and builds more value over time
-Failing fast: learn from your failures and do it fast (if you never failed, you probably did not aim high enough)
Rapid Learning Cycles (RLC) is an Agile framework for contexts of high-cost-of-change / high-uncertainty (such as hardware, business development, services, etc). It allows for faster innovation by reducing long feedback loops and promoting knowledge exploration. Next Agents is an affiliate of RLC for the Nordics.
How to Get to Know Your Users by Google's former Product ManagerProduct School
The single most important thing you can do as a Product Manager is to get a solid understanding of your users. Where are they? How many? What are their personas? Why do they currently use your product?
The user/customer is the basis of any business. So, how does one get a deeper understanding of who the user/customer is?
Vikram Chatterji, former Product Manager at Google, talked about how these methods vary based on company size, type (B2B, B2C), and proximity to end users.
Online aptitude test management system project report.pdfKamal Acharya
The purpose of on-line aptitude test system is to take online test in an efficient manner and no time wasting for checking the paper. The main objective of on-line aptitude test system is to efficiently evaluate the candidate thoroughly through a fully automated system that not only saves lot of time but also gives fast results. For students they give papers according to their convenience and time and there is no need of using extra thing like paper, pen etc. This can be used in educational institutions as well as in corporate world. Can be used anywhere any time as it is a web based application (user Location doesn’t matter). No restriction that examiner has to be present when the candidate takes the test.
Every time when lecturers/professors need to conduct examinations they have to sit down think about the questions and then create a whole new set of questions for each and every exam. In some cases the professor may want to give an open book online exam that is the student can take the exam any time anywhere, but the student might have to answer the questions in a limited time period. The professor may want to change the sequence of questions for every student. The problem that a student has is whenever a date for the exam is declared the student has to take it and there is no way he can take it at some other time. This project will create an interface for the examiner to create and store questions in a repository. It will also create an interface for the student to take examinations at his convenience and the questions and/or exams may be timed. Thereby creating an application which can be used by examiners and examinee’s simultaneously.
Examination System is very useful for Teachers/Professors. As in the teaching profession, you are responsible for writing question papers. In the conventional method, you write the question paper on paper, keep question papers separate from answers and all this information you have to keep in a locker to avoid unauthorized access. Using the Examination System you can create a question paper and everything will be written to a single exam file in encrypted format. You can set the General and Administrator password to avoid unauthorized access to your question paper. Every time you start the examination, the program shuffles all the questions and selects them randomly from the database, which reduces the chances of memorizing the questions.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
----- Meeting Notes (3/15/15 18:44) -----
Transition from philisophical to practical
Idea #1: Work with your management team to establish a clear set of common values that include: transparency, collaboration, failing–fast, iterative and incremental, and a strong bias towards spending more effort writing software than writing documentation.
This, of course, is an Agile implementation of Generic Practice 2.1 “Establish an Organizational Policy” that can leverage practices in Organizational Process Focus and Organizational Process Definition to make it real with supporting processes and tools. So, instead of saying “Policies? We’ve got binders full of ‘em!” focus on the values instead.
Idea #1: Work with your management team to establish a clear set of common values that include: transparency, collaboration, failing–fast, iterative and incremental, and a strong bias towards spending more effort writing software than writing documentation.
This, of course, is an Agile implementation of Generic Practice 2.1 “Establish an Organizational Policy” that can leverage practices in Organizational Process Focus and Organizational Process Definition to make it real with supporting processes and tools. So, instead of saying “Policies? We’ve got binders full of ‘em!” focus on the values instead.
Idea #1: Work with your management team to establish a clear set of common values that include: transparency, collaboration, failing–fast, iterative and incremental, and a strong bias towards spending more effort writing software than writing documentation.
This, of course, is an Agile implementation of Generic Practice 2.1 “Establish an Organizational Policy” that can leverage practices in Organizational Process Focus and Organizational Process Definition to make it real with supporting processes and tools. So, instead of saying “Policies? We’ve got binders full of ‘em!” focus on the values instead.
Idea #2: Establish a precise model for the different levels of planning that your team is going to perform. Release Planning, Sprint Planning, and planning for the tasks associated with each User Story are a few examples. Those plans include the who, what, where, and how of each level. Develop a clear requirements architecture for customer needs, epics, and user stories, including a “definition of ready” for each one, as well as the estimation methods that are going to be used for each. Establish an agreement with your team on how each aspect of the software engineering process is going to work: how is code going to be written? How are code reviews going to be conducted? How is testing going to work within each Sprint?
I call these “the “CMMI Questions.” Instead of slavishly complying with the practices, turn them into questions to be answered by the team.
In this case, the questions are about Generic Practice SP2.2 “Plan the Process,” supported by Project Planning, Project Monitoring and Control, Integrated Project Management, Risk Management, Technical Solution, and almost every other Process Area in the CMMI!
Idea #3: Procure all of the resources to support the items identified in Idea #2. These might include: co-located workspace, planning poker decks, pair programming desks, software tools such as Sharepoint, Jira or Team Foundation Server, and the funding for the various tools, resources, facilities and other components required to execute the ceremonies and events.
This idea is an Agile manifestation of Generic Practice 2.3 Provide Resources, along with its related Process Areas Supplier Agreement Management, Project Planning, Integrated Project Management, Technical Solution, and others.
Idea #3: Procure all of the resources to support the items identified in Idea #2. These might include: co-located workspace, planning poker decks, pair programming desks, software tools such as Sharepoint, Jira or Team Foundation Server, and the funding for the various tools, resources, facilities and other components required to execute the ceremonies and events.
This idea is an Agile manifestation of Generic Practice 2.3 Provide Resources, along with its related Process Areas Supplier Agreement Management, Project Planning, Integrated Project Management, Technical Solution, and others.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.
Idea #5: Suck it up and train people. Train them to be Product Owners and Scrum Masters. Most importantly, train teams to be self-disciplined, empowered Agile citizens that trust the process and live the Agile values from Idea #1 everyday.
This is Generic Practice GP2.5 Train People, with the related Process Area Organizational Training. If you do nothing else, do this. Do. It. Now.