One of the best ways to ensure that a team grows to be high performing is to get them off to the right start. Read on to learn two team start-up activities that focus on process and help ensure everyone is on the same page from the beginning.
We all understand that Scrum teams should be self-managed and self-organized. Empowered is the commonly used term, because without empowerment it's difficult for self-management and self-organization to happen.
Do you feel your team has plateaued? Is the team not improving as much? Is the team lacking the motivation to challenge themselves to improve? Are the improvements you implement moving you in many different directions with no focus? Are you collecting a long list of problems but you never get around resolving them? Time to stop collecting problems and start improving! Toyota Kata is a structured and focused approach to create a continuous learning and improvement culture. A kaizen culture.
In this second and final part of our article on self-selecting teams, you will learn how to get your self-selection event off the ground. We will also provide tips on how to get the most out of it and keep the momentum going afterwards.
This article deals with people and the human aspects of the software process. While this is an enormous subject and no brief column could possibly do justice to the vast body of relevant knowledge, a few key principles are particularly important in determining the performance of software people and the teams on which they work.
If someone on your project team isn't working up to par, it might take more than a simple showing of your disapproval to put him on the right track. This article suggests trying specific and useful feedback—show your employees the light before you show them the door.
The author provides a set of 12 requirements basics; these recommended approaches will contribute to your project’s success. The requirements basics are based on industry experience; guidance from requirements-related books, articles, and Web sites; and the author’s involvement with projects. Having an experienced requirements subject matter expert on the project staff can help the project manager and the project team guide investments that will help.
Managers can build better, more efficient teams and successfully navigate the toughest project environments in tandem by reading a set of human gauges (indicators) provided by their project team. Reading these gauges requires observation of, and listening to, some rarely utilized aspects of teaming. Once collected, the gauges act as essential leading indicators that provide insight into building stronger teams and arriving at a project destination safely and on time.