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Top 10 Essential Product Owner Characteristics

Top 10 Essential Product Owner Characteristics | Agile Management | Scoop.it

From 1 to 10!

Click on the title to read.

 

Also read the 4 questions Product Management needs in order to give direction:

1) Why are we building this, and what problem are we solving?
2) Who is it for: Primary Audience? Secondary?
3) What is important to that audience?
4) What are the constraints?

 

Also Read: http://agilescout.com/infographic-what-is-a-product-owner-responsible-for/

and

http://agilescout.com/agile-product-management-product-owners-are-key/

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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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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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Iterations vs Increments (Mona Lisa and Mrs Fox)

Iterations vs Increments (Mona Lisa and Mrs Fox) | Agile Management | Scoop.it
One of the best ways to tilt the playing field of Product Development is to take an iterative or incremental approach. What does this mean though? It is easy to get confused about the difference be...
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Techniques for Keeping Retrospectives Lively

Techniques for Keeping Retrospectives Lively | Agile Management | Scoop.it

 

This article highlights the importance of one of the key ceremonies of the sprint, the retrospective. It then goes through some of the common challenges teams face while holding retrospectives. It also puts forth a few thoughts on how to make these reflections thought-provoking ones!

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Executives (alone) Can't Make Agile Work

Executives (alone) Can't Make Agile Work | Agile Management | Scoop.it

In the present day, Agile is a mainstream idea. Now formally authorized leadership- management- is leading the charge. now Agile is being pushed on teams, without their consent. By authority. Professional “agile coaches” seal the fate of the teams, by acting as management’s proxy, force-feeding training and “inflicting help” on teams, teams that never, ever consented…because no one asked them in the 1st place.

 

Here are some quotes ( Martin Fowler):

*  “Imposing a process on a team is completely opposed to the principles of agile software, and has been since its inception.”

 

*  “Imposing an agile process from the outside strips the team of the self-determination which is at the heart of agile thinking.”

 

*  “Not just should a team choose their own process, the team should be control of how that process evolves.”

 

*  “…I’d rather have a team work in a non-agile manner they chose themselves than have my favorite agile practices imposed upon them.”

 

Nicos Kourounakis's insight:

See also:

http://newtechusa.net/agile/agile-adoptions-open-space-and-control/

and

http://newtechusa.net/agile/open-agile-adoption-explained/

and

http://newtechusa.net/agile/push-vs-pull/

 

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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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The Agile Maturity Model (AMM)

The Agile Maturity Model (AMM) | Agile Management | Scoop.it
AMM: Fool or Fact?

 

Level 1 - The Rhetorical stage.
Level 2 - The Certified stage.
Level 3 - The Plausible stage.
Level 4 - The Respectable stage.
Level 5 - The Measured stage.

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Can Managers Lead Agile Teams?

Can Managers Lead Agile Teams? | Agile Management | Scoop.it
If we are going to start treating managers like grown-ups… and start asking them to behave like agile leaders… and giving them a real role on an agile team… let’s begin by exploring why we excluded them in the first place. Maybe if we can take a step back and think about the original problem …
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The Law of Two Feet

The Law of Two Feet | Agile Management | Scoop.it

The Law is very simple: If at any time you find yourself in any situation where you are neither learning nor contributing, use your two feet, go some place else.

 

When “you are you are neither learning nor contributing” you CHECK OUT mentally. Your body is there– your head is not. This is DISENGAGEMENT.

 

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