This document discusses building high-performance agile teams and outlines some of the key challenges and best practices. Some of the main points include:
- Building high-performance agile teams that consistently deliver results is challenging for many organizations. Challenges include erosion of trust within the team, lack of ownership, non-supportive organizational culture, and fear of conflict.
- Best practices for building high-performance teams focus on establishing strong team values like respect and openness, as well as operating principles like shared vision, trust, collaboration, and learning.
- The role of the agile coach is important to help remove impediments, ensure agile processes are followed, and facilitate meetings to help the team
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Learn about Agile Principles, concepts, techniques.
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Teaching Pointy-Haired Bosses to be Agile EnablersTechWell
ย
Ryan Ripley says that Scrum failures can often be traced back to management not understanding their role in an agile world. What gets managed during an agile project? How is success measured? Will I keep my job in the transition? Managers have all these questions and more during an agile transformation. Unfortunately, these fears are not covered during the two-day certification courses. Agile coaches need a plan for how to talk with managers and teach them the best ways to contribute to agile projects. To better understand managersโ concerns, Ryan introduces the concept of personas, representing different managers. He explores ways to โcoach upโ management and help them get past their concerns and issues. Ryan shares his insights on where managers can improve agile projects, how they can add value in a newly transformed organization, and help pave the way for agile teams to succeed.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
Learn about Agile Principles, concepts, techniques.
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Teaching Pointy-Haired Bosses to be Agile EnablersTechWell
ย
Ryan Ripley says that Scrum failures can often be traced back to management not understanding their role in an agile world. What gets managed during an agile project? How is success measured? Will I keep my job in the transition? Managers have all these questions and more during an agile transformation. Unfortunately, these fears are not covered during the two-day certification courses. Agile coaches need a plan for how to talk with managers and teach them the best ways to contribute to agile projects. To better understand managersโ concerns, Ryan introduces the concept of personas, representing different managers. He explores ways to โcoach upโ management and help them get past their concerns and issues. Ryan shares his insights on where managers can improve agile projects, how they can add value in a newly transformed organization, and help pave the way for agile teams to succeed.
The talk will begin with the experiences in the current organization w.r.t implementing Agile. It will start from the complexities that exist in the organization due to the way it has grown traditionally.
The next section will then focus on specific challenges , along with project examples, in the areas of
a. Client expectations on Agile
b. Estimation
c. Execution
d. Metrics
e. Project Comparison
Then the summary on where are we as an organization with these challenges and how are we trying to resolve these.
Finally, the session will conclude with some learningโs which can potentially help others.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
ย
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgileโs Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
ย
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her โgrounded theory of becoming Agileโ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what youโve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
High Performance Collaboration (HPC) Framework #TogetherStrongerRagavendra Prasath
ย
Bibliography & Courtesy!
1. Book titled โTrillion Dollar Coachโ by Eric Schmidt & Jonathan
2. Book titled โPowerful - Building a Culture of Freedom and Responsibilityโ by Patty McCord.
3. Book titled โMeasure What Mattersโ by John Doerr
4. Our favorite one The five keys to a successful Google team - https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
Doing Agile Right - Transformation without Chaos - A summaryRagavendra Prasath
ย
This is the summary of the book titled 'Doing Agile Right - Transformation without Chaos' published by Harvard Business Review Press 2020. The authors include Darrell Rigby, Sarah Elk, and Steve Berez who are the Partners at Bain & Company, Inc.
This captures the essence of a roller coaster ride for every organization undergoing Agile. The ideas in the book are not only just applicable to enterprise IT and also to the Business side of it. The book not only provides ideas, but also stimulates thinking and creates an urge.
It does not stop by covering just one aspect like Innovation, but also encompasses different angles such as budgeting (i liked most), funding, reviewing, customer loyalty and obsession, functional silos and bureaucracy and GOLDEN MEAN.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
ย
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkeyโs biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called โThe Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech youโll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools weโve created and implemented.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish
ย
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If youโve ever worked on a software project, this question should sound familiar. Youโve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if thereโs a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.
The talk will begin with the experiences in the current organization w.r.t implementing Agile. It will start from the complexities that exist in the organization due to the way it has grown traditionally.
The next section will then focus on specific challenges , along with project examples, in the areas of
a. Client expectations on Agile
b. Estimation
c. Execution
d. Metrics
e. Project Comparison
Then the summary on where are we as an organization with these challenges and how are we trying to resolve these.
Finally, the session will conclude with some learningโs which can potentially help others.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
ย
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgileโs Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
ย
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her โgrounded theory of becoming Agileโ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what youโve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
High Performance Collaboration (HPC) Framework #TogetherStrongerRagavendra Prasath
ย
Bibliography & Courtesy!
1. Book titled โTrillion Dollar Coachโ by Eric Schmidt & Jonathan
2. Book titled โPowerful - Building a Culture of Freedom and Responsibilityโ by Patty McCord.
3. Book titled โMeasure What Mattersโ by John Doerr
4. Our favorite one The five keys to a successful Google team - https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
Doing Agile Right - Transformation without Chaos - A summaryRagavendra Prasath
ย
This is the summary of the book titled 'Doing Agile Right - Transformation without Chaos' published by Harvard Business Review Press 2020. The authors include Darrell Rigby, Sarah Elk, and Steve Berez who are the Partners at Bain & Company, Inc.
This captures the essence of a roller coaster ride for every organization undergoing Agile. The ideas in the book are not only just applicable to enterprise IT and also to the Business side of it. The book not only provides ideas, but also stimulates thinking and creates an urge.
It does not stop by covering just one aspect like Innovation, but also encompasses different angles such as budgeting (i liked most), funding, reviewing, customer loyalty and obsession, functional silos and bureaucracy and GOLDEN MEAN.
From 0 to 100 coaching 100+ teams in an agile transformation by Tolga Kombak...Agile ME
ย
Agile Transformation is a long journey and happens in a long time span. Throughout this time span you need to train, start Sprinting and coach new Scrum teams on their very first Sprints.
In this speech we are going to present a case study of one of the Turkeyโs biggest banks, where all IT transformed from a waterfall world to a final 113 Scrum teams of Agile IT organization in a total of only 8 months. We had vast experience in the field from training to coaching, from yearly master planning to monthly focus called โThe Spotlight", from cultivating new internal Agile coaches to empowering Scrum Masters and Product Owners, from fostering Scrum Masters and Product Owners community to having internal Agile events.
In this speech youโll learn the milestones we had and along with that how number of teams affected and urged us to create some coaching tools weโve created and implemented.
Sharing how we build Agile teams at Agile Organization Development (https://agile-od.com). Now you know why the Agile teams we coach are built to last and sticky!
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish
ย
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If youโve ever worked on a software project, this question should sound familiar. Youโve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if thereโs a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.
Msc Graduating project : The agile method of managementLoรฏc Deguilhem
ย
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
Learn and Grow:
We give trainings for following courses:
Selenium with Java Online Training
Selenium with C# Online Training
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CodedUI Online Training
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Agile Lecture at S. P. Jain Institute of Management and ResearchTushar Somaiya
ย
This is what I shared with SP Jain students when they invited me to deliver lecture to their Post Graduate Certificate in Advanced Project Management (PGC-APM) Batch 19 on 15th February 2014.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
ย
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
ย
Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
ย
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
ย
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
ย
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
ย
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
ย
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
2. Building a High-Performance Agile Project
Teams โ Challenges and Best Practices
Rathinakumar Balasubramanian โ Head - Agile Practice, Sabcons
3. Contents
1. Abstract ......................................................................................................................................... 4
2. Introduction ................................................................................................................................... 5
3. Agile Project Management ......................................................................................................... 5
3.1 Agile Projects - the need of the hour .................................................................................. 6
3.2 Agile Teams โ A People and Performance Puzzle .......................................................... 6
3.3 What is a High-Performance Agile Team? ........................................................................ 7
3.4 Why High-Performance Agile Team? ................................................................................. 8
3.5 Building High-Performance Agile Teams โ Challenges................................................... 9
3.6 Building Blocks of High-Performance Agile Teams ........................................................ 10
3.7 Building High-Performance Agile Teams โ Best Practices ........................................... 12
4. Conclusion .................................................................................................................................. 15
5. References................................................................................................................................. 15
6. Authorโs Profile: .......................................................................................................................... 16
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4. 1. Abstract
Objective and Scope: Managing projects has always been fraught with challenges such as
managing unclear scope, tight delivery schedule, growing customer expectations and paucity of
skilled resources. The software product innovation cycle is increasingly becoming shorter. Hence the
time-to-market has become the key differentiator between success and survival of an organization.
Perpetual beta is an accepted practice in product world due to always evolving project requirements.
Shorter time-to-market and always-evolving requirements have resulted in the rise of adoption of
Agile Methodologies.
But adopting agile methodology has never been easy, particularly for a team that has been following
traditional plan-driven methodology. Agile places a huge emphasis on people and the success of
agile projects largely depend on team performance. It is not an overstatement that agile team either
swims together or sinks together. Building a high-performance agile project team that deliver
consistent results is the greatest of the mysteries for many agile practitioners.
This paper solves the people puzzle by providing simple and practical ideas to build a high-
performance agile team. This paper
a) Establishes the need for a high-performance agile project team in agile projects.
b) Identifies challenges in building high-performance agile project teams.
c) Provides a pragmatic approach on how to build a high-performance agile project team,
overcoming the challenges.
d) Enumerates the role of the agile coach in building the high-performance agile team.
e) Explicates the role of the management and senior leadership in building the culture of high-
performance.
Area of Application: Agile Project Management, High-Performance Agile Teams, Leadership
Audience: Agile Project Managers, Agile Coaches, Scrum Masters, Senior Management, PMOs who
are looking to leverage the high performance from Agile Teams..
Benefits: Project Managers/Agile Coaches/Scrum Masters can acknowledge the need for building
high-performance agile teams; they can implement the pragmatic ideas recommended in this paper to
build and sustain a high-performance agile teams leading to superlative business value generation.
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5. 2. Introduction
[1]
โThe State of Agile Survey 2010โ, conducted by VersionOne shows that the Agile adoption is
clearly on the rise. As per the survey, 90% of respondents worked in organizations that used Agile
development practices to some degree. The survey indicates that about half of projects in
respondentsโ companies use Agile methods. The hunt for global talents is reaching the stage of
pitched battles. Companies are ready to get the talent wherever it is available. With increasing
popularity of Agile practices, more and more companies are embracing Agile Methods. Each one of
those companies that embrace Agile, do it with a hope that agile teams will deliver faster results and
better quality.
Unfortunately, not many companies have seen the kind of high-performance delivery they hoped for
from their agile teams. Several agile teams have been a one hit wonders, while many other just could
not sustain their high-performance over a period of time. Building a high-performance agile project
team that deliver consistent results is one of the greatest of the mysteries that many organizations are
trying hard to unravel. Fortunately, there are organizations that have succeeded in their attempts to
do so. This paper โBuilding High-Performance Agile Teams โ Challenges and Best Practicesโ tackles
the people and performance puzzle.
3. Agile Project Management
Agile Project Management refers to the software development principles and practices that adopt to
core agile tenets as prescribed in the Agile Manifesto.
[2]
Manifesto for Agile Software Development declares the priorities in the following way:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto clearly values the items on the first part of each statement more than the items on the
second part.
The most common agile methodologies are Scrum, Extreme Programming, Feature-Driven
Development, and Adaptive Software Development. Other methodologies like Scrum/XP hybrid,
Lean, Scrumban, AgileUP are also follow the agile principles and practices.
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6. 3.1 Agile Projects - the need of the hour
Current global business environment demands faster time to market to remain in competition. The
ability to respond to changes is a prerequisite to remain in business.
As per the survey, top 3 reasons for adopting agile are to:
1. Accelerate Time to Market
2. Enhance Ability to Manage Changing Priorities
3. Increase Productivity
87% of the respondents said implementing agile either improved or significantly improved their ability
to manage changing priorities. 70% of the respondents reported that Agile projects showed either
improved or significantly improved time to market. 66% of the respondents felt that Agile projects
were faster to completion than previous non-agile ones. 22% of respondents reported that they had
not experienced a failed agile project.
Agile practices address the changing needs of the business more than the traditional models.
Rapidly changing products features and crushed innovative cycles are a reality today. There seems
to be no better solution than Agile Projects and Agile Practices to these issues. In short, Agile is the
need of the hours and Agile is here to stay.
3.2 Agile Teams โ A People and Performance Puzzle
Agile teams are ideally small in size. Optimal size for an agile team is 5 โ 9 members. Agile teams are
co-located and prefer high-bandwidth face-to-face communication. They are cross-functional and self-
organizing in nature. They thrive under collaboration; do not have command-and-control. So it is
natural that agile teams are expected to deliver superlative results when compared to traditional
teams.
We wish the equation is so simple and straightforward. But, the reality seems to be different.
According to authors Michael C. Mankins and Richard Steele in their August 2005 Harvard Business
Review article titled โTurning Strategy into Great Performanceโ, the average team achieves only
63% of the objectives of their strategic plans. This means about 37% of the performance is lost
due to various reasons, as illustrated in Figure 1. When it comes to agile teams, they either achieve
superlative results or fail spectacularly. So agile teams are no better, than traditional teams and in
many cases they end up losing out in achieving the performance objectives. How can we solve this
puzzle which involves people and their performance?
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7. Figure-1 Average Team Performance Loss
3.3 What is a High-Performance Agile Team?
Let us begin with a broader definition of a high-performance agile team. โA high-performance agile
team is a self-organizing team that is empowered to take decisions in order to delivery committed
results. They thrive under trust and deliver business value consistently building high-quality products
at a sustainable phase.โ
It is important to undersand the key aspects of the definiton as we proceed. So let us decipher the
definition by breaking it down.
Self-organizing team โ High-performance agile teams are self-directed. There is no manager
who directs them what to do and how to do. Command and control is essentially non-existent.
They decide through consensus-building how the team will go about acheieving the results.
Empowered to take decision โ High-performance agile teams have the autonomy to make the
necessary decisions in order to achived committed results. They are accountable to their
decisions and to their commitment as well. Agile teams are highly disciplined and responsible
in their behaviour.
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8. Thrive under trust โ Trust is the core of high-performance agile teams. Without trust, there is
no open communication. Without open communication, no team can imagine achiveing
anyting worthwhile.
Deliver business value consistently โ High-performance agile teams focus on delivering
business value to the customer. And they delivery it consistently. They are not one hit
wonders.
building high-quality products at a sustainable phase โ Hallmark of a high-performance agile
team is the superior quality of their output. The team does not rush to deliver and will not burn
out due to mindless commitments.
Being part of a high-performance agile team is a dream come true for any team member. So is the
case for any leader in creating one.
3.4 Why High-Performance Agile Team?
There are clear benefits with high-performance agile teams. The benefits are so compelling that
organizations do realize that it is a game changer for them. As Patrick Lencioni put it โIf you could get
all the people in an organization rowing in the same direction, you could dominate any industry, in any
[3]
market, against any competition, at any time.โ
The key benefits are:
Enhanced commitment to delivering results โ because the team members empowered to
make decisions.
Improved speed of delivery โ teams that trust each other deliver at an incredible speed.
Superior quality product โ because of intensive collaboration and the belongingness in what
they create.
Fostering creativity and innovation โ as the teams are encouraged to collaborate and
cooperate rather than compete.
Greater satisfaction of team โ raised motivation and morale of the employees in the
organization leading to lowest attrition rates.
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9. 3.5 Building High-Performance Agile Teams โ Challenges
Lencioni Patrick in this hugely popular book โThe Five Dysfunctions of a Teamโ lists 5 pitfalls of a team
namely absence of trust, fear of conflict, lack of commitment and avoidance of accountablity,
inattention to results.
When we look at the agile teams, the key challenges in building high-performance agile teams can fall
under 4 major categories. They are, as depicted in figure-2
1. Erosion of Trust
2. Lack of Ownership
3. Organization Culture
4. Fear of Conflict.
Figure-2 Challenges in building High-Performance Agile Teams
Erosion of Trust
Trust is the core of any team, be it agile or non-agile to achieve incredilble results. When the team
members trust each other, there is open commuication, feeling of safety and free flow of ideas. In a
low trust environment, communication gets blocked and progress slows down significantly. Trust
comes from respect. Agile teams respect everyone in the team. Respect is a values espoused by
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10. almost all Agile Methodoloiges โ be it SCRUM or Extreme Programming (XP). An enviroment of
mistrust does not allow a the team work to blossom, let alone the high performance.
Lack of Ownership
In an agile team, lack of ownership is a serious problem. Agile teams are expected to be self-
organizing and therefore expected to own their decisions and their consequences. This could be due
to variety of reaons including team not having a vision, there is no buy-in from the team members for
the team goals and ducking the responsibility for the teamโs work. In ecssence, this boils down to the
fact that there are huge cracks in the team and team members are not willing to own up their
decisions.
Organization Culture
Organization culture play a major role in deciding how easy it is to build a high-performance agile
team. It is the responsibility of the senior management to provide a shared vison or purpose for the
team, in the absence of which high-performance is not possible. Organization culture that promote
competion among their employees will find it difficult to make high-performance team, as competition
kills collaboration and communication. Does organization culture actively support team goals and
team results ahead of individial goals and results across the board? If the answer is no, we are talking
about an impediment to high-performance teams. A culture of command and control or micro
management just does not help when it comes to make a team perform to their potential.
Fear of Conflict
Is conflict good or bad for a team? In general, conflict is good. An agile team including the agile coach
should operate from a view that conflicts are part of the life and they are good. Avoiding or fearing
conflict is not a solution. Avoiding conflicts โ instead of confronting them with constructive
conversation is a sure sign of low performance team. Conflicts bring in diversity of views and
collective perspective to a problem. High-performance teams will not shun conflicts away.
3.6 Building Blocks of High-Performance Agile Teams
Let us look little deep into what makes a team a high-performance team. There are essentially two
dimensions that form the building blocks of a high-performance team.
1. Team Values :
Team values are non-negotiables that form the core of โbeingโ a team. Key team values are
Respect, Openness and Courage. Any team to be a high-performance team should possess and
live the team values.
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11. Respect leads to trust; openness leads to collaboration and courage leads to diversity of views
which in turn feeds into trust and collaboration. All these values are required at all times. Without
these values in place, there is no trust in team, no collaboration in team, and no diversity of views
in team which means there is no chance of high-performance.
2. Operating Principles:
Operating principles are significant actions of the high-performance team that form the core of
โoperatingโ as a team. Key operating principles include shared vision, trust, self-direction,
collaboration, learning to grow, team before self, and celebration.
Shared vision gives a purpose to the agile team to work with. For example, in an agile team, the
shared vision is to โdeliver business value to customer by creating high-quality softwareโ. This
binds the entire team and the whole team can now rally around this one vision or purpose.
Trust is fibre of the high-performance team. Speed and trust are directly connected. In a high trust
environment there can be a free flow of ideas, constructive criticism, and open communication
enabling continual improvement. In a low trust environment things slow down to a crawl.
Figure-3 Building Blocks of High-Performance Agile
Teams
Learning Culture is another principle that high-performance team operate with. Learning
culture refers to culture of continuous improvement. It is this principle that lifts the ordinary
team to a superlative team with high-performance. The best teams have an self-driven zeal
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12. for relentless improvement (kaizen) and look for any way to be more effective and efficient.
Iteration reviews and retrospectives (iteration, release and project) are classical tools or
opportunites in the hands of a high-performance agile teams.
High-performance team always remembers that team goals are ahead of individual goals.
This will ensure that there is no ego or unhealthy competition within the team that can
jeopardize the high-performance team environment.
High-performance agile team does remember to celebrate the success and they take pride in
what they accomplished. A high-performance agile team is a team of champions and
champions celebrate in style.
3.7 Building High-Performance Agile Teams โ Best Practices
A pragmatic approach to overcome the challenges and help the agile teams to reach the high-
performance is to identify the factors that influcence the agile teams and then build best practices
around them. The influencing factors could be internal or external to the agile team and the factors
could be process-oriented or people-oriented. Now, we will get to see 4 major factors that influence
the high-performance of the agile teams.
Figure-4 Factors that Influence High-Performance Agile Teams
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13. Agile Team: The only people factor internal to the team that can influence the agile team is the team
itself. The โTeam Valueโ and โOperating Principlesโ of the team are key to positively influence the high-
performance. Section 2.6 above covers this elaborately.
Agile Coach (or Scrum Master):Agile Coach or Scrum Master is part of the Agile team, however
may not involve in creating the product. But an agile coachโs role is extremely crucial to an agile team.
As far as building the high performance teams is concerned, an agile coachโs role is two-fold:
a) Be a Process Owner for the team and
b) Be a Servant Leader for the team.
a) Playing the role of a process owner refers to the duties of the agile coach in removing the
impediments for the team, ensure the agile process are in place and the team follows it without any
hurdles. Agile coach need to keep an eye on the operating principles of the agile team and help
them to build more evolved operating principles. Agile coach needs to assess if the team values
are in tact. Agile coach need to facilicate the planning meetings (iteration planning, daily stand-up,
etc.), review meetings, and particularly retrospectives effectively so that the team can drive
effortlessly in its journey towards high-performance.
b) Playing the role of a Servant Leader for the team is a great thing an agile coach can do. Being a
servant leader demands the agile coach first to be a servant to the team โ carry water and food for
them. In reality, servant leadership role will exemplify the beginning of the path for high-
performance team. Without servant leadership, an agile team will face innumerable hurdles along
the way to reach the destination. How long an agile team would take to become a high-
performance team depends on how effectively the servant leadership is.
Senior Management:
Senior Management is external to the team but their involvement is the single-most factor to take the
high-performance team to the peak performance. Because in the absence of senior managementโs
active support, the team will get a message that they do not matter to the orgaization that much.
There are scores of literature aviailable in the leadership domain that explains the role of senior
management. From agile teams perspective, there are 2 good practices worth-reiterating here. They
are:
a) Recognize the agile teamโs effort and
b) Be genuinly interested in the team.
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14. a) Nothing else will boost the morale of the team than a word of appreciation from the senior
management for the work done by the team. Recognition is a energy booster for the team which
confirms that the senior management does care for them. This will reaffirm their faith in the work
they do and will propel the performance to the newer heights. When it comes to rewards,
encourage the team rewards first, to send a message that team goals are above individual goals.
b) Senior management should take genuine interest to talk to the agile developers, testers, architects,
and coaches. Following 70-20-10 is a golden rule โฆ 70% listening, 20% questioning and 10%
summarizing.
Enterprise Systems:
Yet another factor which is external to the team but mostly process-driven is the enterprise systems
that govern the employees of the organization. Enterprise systems โ like performance evaluation,
Rewards system, Training and Developing (I prefer to call it โlearning and growingโ) system โ are all
pervasive in any organization and can clearly spell out the intention of the senior management. All
the good work done by senior management will be undone if the enterprise systems do not walk the
management talk.
In a nut shell, Performance evaluation should promote collaboration rather than competition, Rewards
system should encourage team achievements rather than individial achievements, Learning and
growing should be part and parcel of the culture rather than an intermittant events.
Figure-5 Best Practices that build High-Performance Agile
Teams
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15. Figure- 5 summarizes the pragmatic approach โ a set of best practices encampassing an agile team
to its journey to high-performance. It is imperative that all the four factors will have to go in tandem in
order to generate a superlative performance from an agile team. Though it may look like a tall order, it
is worth the hard work.
4. Conclusion
High-performance Agile Teams have something very unique. They turn the work into fun. It is always
a joy to work with such a team. It provides immeasurable satisfaction and sense of achievement that
cannot be unrivalled by another means in business. They are a delight for the customers too as they
customers can see the business value generated iteration after iteration in a sustainable pace. In
other words, it is a win-win for everyone in the game.
Building a high-performance agile team is not a destination; it is a journey that takes you through
exciting phases of building a world-class products. It is worth doing every moment of it.
5. References
Item Description
http://www.versionone.com/pdf/2010_state_of_agile_development_survey_results.p
1 df
2 www.agilemanifesto.org
โThe Five Dysfunctions of a Team โ A Leadership Fableโ by Patrick
Lencionihttp://www.versionone.com/pdf/2010_state_of_agile_development_survey_r
3 esults.pdf
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16. 6. Authorโs Profile:
Rathinakumar is an expert in agile project management
methodologies. He has more than 15 years of rich experience in
traditional and agile project management practices at
organizations like Infosys Ltd., Accelrys Software Solutions,
Valtech India. He has successfully managed large IT programs
and projects for Fortune 100 companies across USA, UK and
Singapore.
He has coached and trained hundreds of project management
practitioners in agile methodologies. His expertise includes
transforming project teams to agile delivery, building high-
performance agile teams, establishing agile processes,
managing agile product development, saving troubled projects,
and setting up PMO.
He has authored several whitepapers and presented insights on
agile project management to participants in various international
project management forums. As head of Agile Practice at
SABCONS, he is helping organizations to experience enterprise
agility.
Rathinakumar is a certified Project Management Professional
(PMP), PMI-ACP (PMI-Agile Certified Practitioner) and CSM
(Certified Scrum Master).
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