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Adhocracy: the roots of Agile at Scale

Adhocracy is a type of organization that operates in opposite fashion to a bureaucracy, a form of management which emphasizes individual initiative and self-organization in order to accomplish tasks.

 

This is in contrast to bureaucracy which relies on a set of defined rules and set hierarchy in accomplishing organizational goals. The term was popularized by Alvin Toffler in the 1970s.and further developed by Henry Mintzberg.

 

Adhocracy allows organizations to operate in a more flexible manner. This flexibility can work well in fast-changing industries where organizations that can identify and act on new opportunities the fastest have a competitive advantage. Adhocracy may also work best with smaller organizations where managers are still able to comprehend and direct the organization when necessary. 

 

Nicos Kourounakis's insight:

Do you recognize the roots of Agile at Scale?

 

Note that Adhocracy is not to be confused with what is called "adhocism" which reflects an organizational philosophy or style characterized by aversion to planning, a tendency to respond only to the urgent, as opposed to the important, a focus more on "fire fighting" than on establishing systems and procedures through goal setting and long term planning.

 

Also Read: http://finntrack.co.uk/mba_sub/balys_16.htm

and 

http://www.readability.com/articles/quubmz8b

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Djebar Hammouche's curator insight, April 24, 2013 9:54 PM

Adhocracy: the roots of Agile at Scale 

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Ten Ways to Successfully Fail your Agility

Ten Ways to Successfully Fail your Agility | Agile Management | Scoop.it
This article is intended for newbies and agile sceptics who want to challenge their take on agile. It provides 10 ways to successfully fail your agility, implying that by replacing these practices with ones that do the opposite, you will increase agility and improve the odds of being successful.
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How Agile Practices Reduce Requirements Risks

How Agile Practices Reduce Requirements Risks | Agile Management | Scoop.it
Every software project carries some risk, but many of these risks can be mitigated. That's true of problems related to product requirements.
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Brian Robertson: "Holocracy" NYC | Talks at Google - YouTube

Brian J. Robertson

Via Claude Emond, Luis Sequeira
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Claude Emond's curator insight, July 9, 2015 11:19 AM

Learn about the new «buzz-wor(d)ganization» from the mouth of the guy who trademarked this. New recipe? «Might» work for Zippos - only sufficient application time will tell us and Zippos that! All I know is that it is ONE possible application of Arthur Koestler (not mentioned or credited on Holacracy (TM) business site) ideas on holons and the resulting holarchy (term coined by Koestler). Mr. Robertson's trademark is an application that works, like any other applications, depending on the specific organizational and business context at hand. This is not THE universal solution. There is NO universal solution besides thinking twice before applying any solution to your given context; the solution to this context is not written anywhere; you have to co-create it with your stakeholders.

Claude Emond's curator insight, July 9, 2015 11:20 AM

Learn about the new «buzzwor(d)ganization» from the mouth of the guy who trademarked this. New recipe? «Might» work for Zippos - only sufficient application time will tell us and Zippos that! All I know is that it is ONE possible application of Arthur Koestler (not mentioned or credited on Holacracy (TM) business site) ideas on holons and the resulting holarchy (term coined by Koestler). Mr. Robertson's trademark is an application that works, like any other applications, depending on the specific organizational and business context at hand. This is not THE universal solution. There is NO universal solution besides thinking twice before applying any solution to your given context; the solution to this context is not written anywhere; you have to co-create it with your stakeholders.

Luis Sequeira's curator insight, July 17, 2015 12:17 PM

Holocracy as a different approach to management relates to agile principles, values and mindsets. It's a "fundamental change" as the author referes to and the transition could be difficult. Also, it is not a silver bullet, and eventually it is not suitable for some type or organisations and businesses.

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Kanban is the New Scrum

Kanban is the New Scrum | Agile Management | Scoop.it

Maybe it’s all the time I spend with startups, but while I strongly value Scrum’s ideas behind self-organizing teams & continual feedback – I can’t help but feel Kanban represents the next level of agility, giving us more flexibility and capitalizing on the lessons we’ve learned from Lean.

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What Influences the Mood of Agile Teams?

What Influences the Mood of Agile Teams? | Agile Management | Scoop.it
Team mood plays a key role in agile software development, as people are working closely together every day to iteratively deliver a product to their customers and satisfy the needs of their stakeholders. InfoQ would like to hear from you: What you think are the main factors that influence the mood of teams in agile?

Via Philippe Vallat
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Antipatterns of Daily Standup Meeting

Antipatterns of Daily Standup Meeting | Agile Management | Scoop.it

1) Daily Standups continuing for more than 20 minute
2) Daily Standups being used as a project status review meeting
3) Members reporting to leader about the project- Leader centric
4) Not good body language of the members.
5) Daily Standup meeting is not attended by all the members
6) Daily Standup meeting time and place enforced to team

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Team Happiness Chart

Team Happiness Chart | Agile Management | Scoop.it
Happiness chart concept is simple: everyone every day draws a happy / neutral / sad face. It is a leading indicator of what is happening in a project.
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Nicos Kourounakis's curator insight, December 28, 2014 3:11 PM

See also:

 

Happiness Index as Team Sustainability Metric

http://linkis.com/brodzinski.com/2014/eayEK

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Agile Is Dead (Long Live Agility)

Agile Is Dead (Long Live Agility) | Agile Management | Scoop.it
Thirteen years ago, I was among seventeen middle-aged white guys whogathered at Snowbird, Utah. We were there because we shared common beliefs about …
Via Yves Mulkers
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Enterprise Transition Framework

Enterprise Transition Framework | Agile Management | Scoop.it
agile42 has created the Enterprise Transition Framework that leads and support an organisation through the process of becoming more Agile
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Agile: how hard can it be?!

Agile: how hard can it be?! | Agile Management | Scoop.it
Yesterday my colleagues and I ran an awesome workshop at the MIT conference in which we built a Rube Goldberg machine using Scrum and Extreme Engineering techniques.
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LAFABLE - Large Agile Framework Appropriate for Big, Lumbering Enterprises

LAFABLE - Large Agile Framework Appropriate for Big, Lumbering Enterprises | Agile Management | Scoop.it
Nicos Kourounakis's insight:

Best Practices include:

1) Strolls (instead of sprints)
2) Backlog of Backlogs

3) Definition of Mostly Begun
4) Definition of Mostly Done

5) Definition of "we really mean it's done this time"

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A Focus on Agile Principles over Agile Rituals

A Focus on Agile Principles over Agile Rituals | Agile Management | Scoop.it
When scaling agile principles through rituals it's important to constantly evaluate and evolve those rituals. This article provides examples of experiments that focus on the original intent when developing team behaviors. It shows how you can be aware of triggers that mean your team is not finding value in a ritual and what you can do to make things more visible.
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Multitasking is Killing Your Brain

Multitasking is Killing Your Brain - Life Tips. - Medium
Many people believe themselves to be multitasking masters, but could it all be in their heads?
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Asshole Driven Development (ADD)

Asshole Driven Development (ADD) | Agile Management | Scoop.it
[Since this was originally posted commenters have added 100+ addition methods - see the comments below] The software industry might be the world's greatest breeding ground for new systems of manage...
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The Neuroscience of Agile Leadership

The Neuroscience of Agile Leadership | Agile Management | Scoop.it
Why does having the overview and influence make us feel rewarded? How do we adapt better to change? And how can we shift mindsets to become more Agile? Find out from breakthrough research in neuroscience why all the "soft, people stuff" around Agile works, how we can help people adapt better to change, and how we can influence real mindset shifts in an organization.

Via Luis Sequeira
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Luis Sequeira's curator insight, July 24, 2015 4:25 AM

Interesting perspective on how our brain works (high-level), the challenges of changing habits, and how an agile approach to change may help, both individuals and organisations.

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Declaration of Interdependence

Declaration of Interdependence | Agile Management | Scoop.it

For the purpose of supporting, encouraging, and promoting the Agile Project Management movement, the APLN developed the Declaration of Interdependence (DOI): a set of value statements which convey the most important aspects of modern project management. 

 

Agile and adaptive approaches for linking people, projects and value. 

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How to Overcome The Obstacles of Agile Transformation

How to Overcome The Obstacles of Agile Transformation | Agile Management | Scoop.it
More and more organizations are on their journey from doing Agile to being agile, and there are many obstacles on the way, what are the causes of those failure, do they fail to follow the principles, or are they failing to do the best practice? Are they failing forward or backward? Who should  take more responsibility -their leadership or fellowship?
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Why is being Agile so Hard

Why is being Agile so Hard | Agile Management | Scoop.it

Doing Agile is only an engineering practice, but being agile is the multidisciplinary challenge from top-down and bottom-up.


Via Philippe Vallat
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Agile Strategy Map Explained

Agile Strategy Map Explained | Agile Management | Scoop.it
The Agile Strategy Map™ is an Agile tool that allows a leadership team to align and coordinate their organizational continuous improvement efforts
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Information Architecture for Lean and Agile Projects

Information Architecture for Lean and Agile Projects | Agile Management | Scoop.it
Information architecture helps avoid waste and capture maximum value
earlier in the development and test process. Agile and lean teams should
always begin projects with information architecture for any project that
will run eight weeks or longer.

Via Mario K. Sakata
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Service Delivery Best Practices

Service Delivery Best Practices | Agile Management | Scoop.it
So... DevOps.  DevOps vs NoOps has been making the rounds lately. At Bazaarvoice we are spawning a bunch of decentralized teams not using that nasty centralized ops team, but wanting to do it all t...
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Minimum Viable Product (MVP) in Lean?

Minimum Viable Product (MVP) in Lean? | Agile Management | Scoop.it
The Lean Startup advocates an iterative approach to building a business, with each iteration teaching you something actionable. An important tool in this iterative process is the Minimum Viable Product (MVP).
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What do Scrum Masters and Product Owners do?

What do Scrum Masters and Product Owners do? | Agile Management | Scoop.it
It can be easy to forget what a Product Owner or Scrum Master actually do. A poster with a role description can come in handy so, based on popular demand, here are the beautifully designed ones we ...
Nicos Kourounakis's insight:

Download the free posters!

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