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Recognizing and Reversing a Culture of Blame A culture of blame is one in which people are reluctant to accept responsibility for things that go wrong. Finger-pointing becomes an automatic response. It's nearly impossible for one person to reverse a culture of blame alone, but it is possible to demonstrate on a small scale what appropriate behavior looks like. |
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The Dangers of Underplanning in Your Agile Projects Agile coaches often stress the importance of not overplanning because work is later changed or never done at all. But consequently, many teams then fall victim to underplanning and aren't equipped for a successful project. Here are some planning activities that are critical to do before your sprints start. |
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Self-Organization: What Your Scrum Team Can Learn from Kindergarteners Some kindergartens are experimenting with new approaches to teaching, including letting students form groups to accomplish tasks that interest them, which also allows them to support and engage with each other. This is self-organization, the heart of Scrum. If five-year-olds can do it, your agile team likely can, too! |
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Scrum Isn’t the Only Path to Agility Scrum can really help a team to become more agile. But that doesn’t mean it is the only way for a team to become agile. Agile is all about self-organizing teams collaborating to find what works for them, so if a nontraditional approach helps your team get started, then you’re just forging a new path to agility. |
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For Distributed Team Success, Think Differently about When For distributed teams, activities usually get scheduled based on constraints such as availability and time zone, but people don’t often take into account when the most effective time to meet would be. Neglecting people’s work tendencies and schedule preferences could make it harder for the team to be successful. |
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The Transition from Waterfall to Agile Is Essential, but What Are the Real Costs? We continue to hear from successful organizations that the transition from something like waterfall to agile is not just beneficial—it’s essential. There will be growing pains, but if you keep your eye on the prize and work to lessen the hiccups, you’ll find your organization in a much more competitive place. |
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How Do We Land This Thing? Planning for Go-Live and Beyond Some project managers have little experience bringing a project in for a landing, so they can be dismayed or just blindsided by organizational change needs and stakeholders’ expectations at delivery. Here is a checklist of some commonly forgotten items to address when a project goes live, so be sure to plan for them. |
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Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
