Tag: Continuous Improvement
What Do You Mean by Value Vision?
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At first glance, the question seems straightforward. I mention “Value Vision” so often in my trainings, consultations, and mentoring sessions that I sometimes forget it’s not an obvious concept that needs no definition. But reality brings me back down to earth, usually through the very question posed in the title.…
Local Transformation? Better Avoid It, But If You Must, Start with Interfaces.
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A common scenario is when a large company initiates a pilot transformation. They select a specific department or project as the experimental area to introduce a new culture, new interaction principles, and new engineering practices. The aim? To scale the accumulated experience across the entire company. A good idea? In…
Signs of Strong Teams: Persistence vs. Stubbornness
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When evaluating teams, two qualities often need clarification: persistence and stubbornness. Scrum masters, leaders, and managers must distinguish between these traits. Here’s why. Teams dominated by persistence don’t require gamification and external motivation to move forward and achieve goals. Of course, such tactics can be applied to these individuals, but…
Why Teams Shouldn’t Choose Between Scrum and Kanban
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Between Scrum and Kanban. First: A Few Words on the Nature of Demand We’re launching a new product team; should we choose Scrum or Kanban? This question, in one form or another, has been haunting me for at least the last ten years. Most professionals working with teams frequently encounter…
What Should We Do With Dysfunctional Hats Of A Scrum Master?
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In the Scrum Framework, the accountability of the Scrum Master is often metaphorically described through various “hats” they wear, indicating the diversity of their responsibilities and the adaptability required to fulfill their role effectively. Here is a well-known list of the main “hats” of a Scrum Master: Each “hat” signifies…
From Manipulation to Sabotage: Recognizing and Addressing Toxicity
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Dysfunctional (or toxic) employee behaviour poses a significant threat to productivity, organizational culture, and team effectiveness. This behaviour can take bizarre forms, ranging from manipulative negativity to outright discrediting of colleagues and evasion of professional responsibility. Such patterns create a detrimental working atmosphere. This leads to a decline in the…
What Should a Scrum Team Do with Undone Work Items at the End of a Sprint?
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It seems that the Scrum Guide provides a clear answer to this question. All unfinished work at the end of a Sprint should be returned to the Product Backlog. It appears this could conclude the discussion. But why do I find myself repeatedly explaining to teams how to handle unfinished…
Embracing DORA Metrics
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Embracing DORA Metrics Many companies have successfully integrated DevOps practices into their engineering processes. In these organizations, teams are accountable not only for software development but also for how these applications are deployed and maintained. This embodies the DevOps principle of “You build it — you own it.” Understanding DORA…
What’s Wrong With a Typical Agile Team Explanation
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Many articles and training courses on Agile often use an image or video of a racing team’s pit stop as an example of effective teamwork. In a matter of seconds, a team of mechanics swiftly changes a race car tires. This procedure, known as a pit stop, seems to perfectly…
