Improvements

Bottom up je agility verhogen

Agile verandertrajecten worden veelal top down uitgevoerd in organisaties. Zulke trajecten kosten veel tijd en energie van het management en de medewerkers, duren lang, en leveren vaak niet de verwachte voordelen op: de organisatie wordt er niet echt agile van. Een bottom up aanpak, gedreven vanuit de medewerkers, kan ervoor zorgen dat een organisatie sneller en blijvend hun agility verhoogt.

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Why dedicated Full-Time Scrum masters are hard to implement – and what’s the alternative

More and more organizations are implementing agile with Scrum. They define teams and assign Scrum masters to the teams to start working agile and become self-organized. Although agile looks easy, to implement the Scrum master role often turns out to be problematic. Let's discuss what makes it so difficult to work with full-time Scrum masters and explore the alternative of having technical people taking the Scrum master role.

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Getting Retrospective Actions Done

I sometimes hear of teams that have stopped doing retrospectives because they didn't see any improvements. When I talk with them it often turns out that they didn't have good actions coming out of the retrospectives, or that the actions weren't done and kept coming back in the retrospective. No actions leads to no improvement. Here are some suggestions on what you can do to assure that you will have actions from retrospectives that are doable and that those actions get done.

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