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Scrum

168

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Coaching Over Clerical

Scrum Masters should focus on coaching the team rather than managing the process.
Developers should update their own tickets to ensure transparency and prevent the Scrum Master from becoming a bottleneck.
Scrum Masters should avoid taking on clerical tasks such as creating and managing tasks, handling security requests, and managing stakeholder communication.
Scrum Masters should help team members identify and remove blockers, encourage direct collaboration, and create an environment where developers take ownership of their work.

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Scrum

156

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Velocity Is Not a Measure of Success

Velocity is a planning tool for the Scrum team and not a measure of success.
Velocity represents the team's estimate of effort, complexity, or uncertainty associated with completed Product Backlog items.
Velocity can be impacted by various factors such as work complexity, scope changes, team availability, technical issues, and more.
Success in Scrum should be measured by outcomes, customer satisfaction, and product quality, not just by velocity.

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Medium

166

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Food for Agile Thought #486: Reshaping Teamwork, Product’s Code-first Future, Unintentional…

Zvi Mowshowitz critiques Sam Altman's stance on AGI.
Aakash Gupta and Tal Raviv demonstrate building an AI-powered product management copilot.
McKinsey explores organizational restructuring for unlocking gen AI value.
Matheus Lima argues that actual psychological safety thrives on respectful conflict.

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Scrum

149

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From Value Dimensions To Organization Design

New tools, frameworks, and best practices seem to appear every week in organizations.
At the heart of good companies is a clear strategy – how they create value in the market.
Most organizations compete along one of three fundamental value dimensions: Innovation-Led, Lowest Total Cost For The Customer, and Best Total Solutions.
Alignment between strategy and product, development process, adaptability, and behaviors is crucial for organizational success.

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Medium

261

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Is Agile Ready for the AI Era? A New Wave Is Coming

Intelligent agility, with the integration of AI and data science, is the next wave of Agile innovation.
New solutions are being developed to bring advanced intelligence into Agile delivery environments, supporting decision-makers, reducing delivery risk, and creating healthier team dynamics.
The future of Agile is about having early warnings, smart suggestions, and trend analysis baked into the Agile lifecycle, making teams aware, adaptive, and proactive.
The founder of Agile Global Services UK Group Ltd is working on developing AI-enhanced solutions to help Agile teams excel in complex, high-pressure environments.

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Medium

203

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Mindsets That Shape Software Delivery Team Structures

The article discusses different mindsets that shape software delivery team structures and the importance of being deliberate about the mindset being scaled.
It explores the Engineering Manager Model and Autonomous Cross-Functional Teams, highlighting their respective pros and cons.
The article reflects on a conversation with an executive who emphasized the need for Engineering Managers to be highly skilled technical experts while also leading.
It emphasizes the challenge of expecting managers to excel both in technical mastery and people management.
The article supports the idea of having highly skilled engineers in teams but argues against making them managers, focusing instead on mentorship and technical leadership.
It describes a model where Software Engineering Managers focus on mentorship, career development, and team growth separately from the delivery team structure.
The article advocates for a structure that promotes autonomy, accountability, and team cohesion rather than hierarchical management.
It highlights the success of a model that separates people management from delivery, leading to high retention rates and internal promotions.
The article concludes by emphasizing the importance of leadership models in shaping how organizations operate and the mindset behind the chosen structures.
It encourages leaders to build systems where teams can thrive autonomously and to be clear about the mindset they are scaling within their organization.

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Medium

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Mindsets That Shape Team Models

The article discusses two different mindsets that shape team models: the Engineering Manager Model and Autonomous Cross-Functional Teams.
It emphasizes the importance of being clear on the mindset being scaled, with neither model being inherently right or wrong.
The author advocates for autonomous, cross-functional teams without embedded Engineering Managers to enable effective delivery.
A scenario is shared where a leader challenged the model of autonomous teams, believing in the need for Engineering Managers to be technical experts.
The article highlights the unrealistic expectation of expecting Engineering Managers to excel both as top-tier coders and people leaders.
It explains the intentional separation of the manager role from the delivery team, focusing on mentorship and career development by Software Engineering Managers.
The chosen team structure results in a high retention rate and promotes internal growth for successful engineering managers.
The article stresses the importance of leadership models in shaping how organizations build software, grow leaders, and interpret success.
It questions whether organizations are building around trust and autonomy or reinforcing control and hierarchy in their leadership approach.
Ultimately, leaders are encouraged to be honest about their chosen mindset and team structure for effective team performance.

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Scrum

104

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Scrum Pitfalls: Avoiding a Mission Impossible

Management support is crucial for Scrum's effectiveness. Leaders must remove barriers and support team decisions.
A powerless Product Owner hinders Scrum's effectiveness. They must have autonomy and support for impactful decisions.
Scrum Masters should address organizational impediments, not just team issues, for better overall improvement.
Delivering valuable product increments regularly is essential for Scrum's success and stakeholder trust.

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Scrum

208

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How To Develop Your Product Operating Model/Playbook using Product Thinking

Developing a product playbook using product techniques is a collaborative and iterative process.
A product playbook serves as a repository of best practices, processes, and tools for efficient product management.
The playbook development involves defining purpose and goals, identifying key collaborators, and gathering data through collaboration and workshops.
Key components of a product management playbook include product vision and strategy, development lifecycle, roadmapping, decision-making frameworks, stakeholder management, metrics, and more.

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Medium

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Blending Agile and Traditional Approaches for Success

A financial services company successfully modernized its core banking system by blending Agile development sprints with Waterfall compliance phases.
Creating 'dual-purpose' artifacts and using the right tools ensured smooth execution in the hybrid approach.
Aligning teams and using KPIs and dashboards helped track progress in the Agile-Waterfall model.
Other industries, such as construction and marketing, have also found success by combining Agile and Waterfall methodologies in different areas of their projects.

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Scrum

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AI-Driven Organizational Structure for Successful AI Transformation

To succeed with AI transformation, organizations need structures specifically designed for the unique demands of AI development, deployment, and innovation.
The organizational structure for AI-driven organizations is optimized for rapid adaptability and continuous experimentation.
The AI-driven organizational structure includes AI Pods (cross-functional AI teams), AI Domains (strategic groups), AI Capability Networks (skill networks), AI Innovation Labs (knowledge communities), and AI Governance & Leadership.
This organizational model promotes specialized expertise, cross-functional collaboration, and alignment with strategic goals, setting the foundation for successful AI transformations.

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Scrum-Master-Toolbox

Marina Lazovic: Leadership Skills Make the Difference for Product Owners

Great Product Owners demonstrate strong empathy and lead by example, creating a supportive environment for the team.
Some Product Owners fail to understand their team's composition, leading to unrealistic expectations.
Regular sync meetings can help Product Owners understand team dynamics and foster more realistic planning and expectations.
Marina Lazovic is a Scrum Master and Kanban Trainer passionate about optimizing processes and fostering collaboration.

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Scrum-Master-Toolbox

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Marina Lazovic: Measuring Agile Team Success Through Stable Delivery Flow

Measuring Agile Team Success Through Stable Delivery Flow
Success is supporting teams to deliver in an optimal way with stable flow
Define what constitutes delivery and identify improvement options during retrospectives
Use Lean Coffee format for effective and actionable retrospectives

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Medium

231

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Distilling LLM Power with OpenAI’s API for Agile AI

The use of Large Language Models (LLMs) like GPT-4 in natural language processing has been limited due to their size and computational intensity in resource-sensitive contexts.
To address this, knowledge distillation is used to transfer the intellectual capabilities of a large model to a smaller and more efficient model.
The process involves data generation, data preparation, and fine-tuning stages to train the smaller model (GPT-3.5-turbo) to mimic the responses of the larger model (GPT-4).
The successful completion of the knowledge distillation process using OpenAI API has resulted in a smaller model that can emulate the behavior of the larger model, making LLM capabilities more accessible and efficient.

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Medium

131

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“Are You Really Agile, or Just Moving Tasks Around?”

Many teams fall into the trap of merely following Agile practices without truly innovating.
Simply converting requirements into stories without embracing Agile thinking leads to features that don't solve real user problems.
To avoid this trap, focus on outcomes, avoid backlog overload, embed continuous user feedback, promote cross-functional collaboration, and challenge the definition of 'Done.'
If Agile doesn't help in building better products, it needs to be reconsidered to ensure true iteration and improvement.

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