Corporate Revolutionary Library

In software development, a lot of terms are thrown around for how teams should be managed. Whether we say self-managed teams, self-directed teams, or self-organized teams, what does this mean?This can mean many things depending on the organization. First, let’s cover a basic definition from the interwebs:

In this Executive Update, we discuss why IT professionals must become more T-shaped, what it means to be more T-shaped, and how mid-career technology professionals need to continue to grow in their career in order to thrive in this rapidly changing world. We will also discuss how an executive understanding of this concept can be incorporated into business today to drive greater flexibility and value in the future.

What exactly is a self-organizing team? How do you create one, and why is having one is important to creating an Agile environment? Let's take a look.

In July 2016, the Scrum Values were added to The Scrum Guide.  These values include Courage, Focus, Commitment, Respect, and Openness. This poster provides a view of the Scrum Values with some descriptions to help you better understand them.

Empiricism means working in a fact-based, experience-based, and evidence-based manner. Scrum implements an empirical process where progress is based on observations of reality, not fictitious plans. Scrum also places great emphasis on mind-set and cultural shift to achieve business and organizational Agility. The three pillars of empiricism are as follows:

The following is a short extract from our recent book, Scrum: Novice to Ninja, available for free to SitePoint Premium members.

Scrum is a framework for developing and sustaining complex products. The Scrum Guide contains the official definition of Scrum as authored by Ken Schwaber and Jeff Sutherland.

Scrum has not been immune to controversy, and the history of how and who invented it is a topic of frequent debate. Venkatesh Krishnamurthy describes this popular framework's confusing origin story.

2024 Agile People Operations: Transform HR with customer-centric methods and connect with global Agile leaders for career growth.

Learn the unique terminology used in Agile development from the experts at Agile Alliance.

How Scrum Teams Fail Stakeholders and What You Can Do About It: from overpromising results to neglecting feedback — Age-of-Product.com.

How do you get the best estimate of story size when estimating? I explore seven ways to make estimates easier and more accurate. Find out more inside.

Insights from Google's new study could forever change how teams are assembled.

Every Ukrainian has their own story of how they met the full-scale war and how it changed them. As for me, on February 23 at 4 pm I was at…

A simple model to better understand why and when something is valuable to your team and its stakeholders

Explore the essence of Lean manufacturing with a deep dive into the elimination of Muda, Mura, and Muri, enhancing efficiency and quality in your processes.

Few things in Scrum are as misunderstood and misinterpreted as much as a Scrum Team’s need for self-management. At the highest level, it’s not a very difficult concept, but the nuances tend to throw things into question.  Simply said: the team needs the autonomy to get its work done. However, the phrase “self-management” has led some to believe that Scrum is anti-management or anti-manager. This is simply not true. In fact, there are several myths that we’d like to debunk:

The most innovative companies tend to push decisions as far down in the organization as possible, giving people at all levels the opportunity to move fast, utilize their creativity, apply their intellect, and assume responsibility. —Collins, Jim. [1] Principle #9 – Decentralize Decision-Making Surviving and thriving in today’s business environment requires quick and efficient decision-making. Disruptive technology, high interconnectedness, and intense competition mean opportunities are fleeting, problems escalate rapidly, and information moves faster than traditional organizational structures can handle. CreatingRead more

Agile Usage Statistics: Explore the latest agile statistics of 2024 and gain insights into the success rates, benefits, and industry trends.

The scrum team self organizes but that does not mean there's no place for the project manager. Indeed, the project manager can play an important part in an agile project. Find out how to implement in this FREE Guide

Check out this blog to learn how to integrate ITIL and agile principles to improve your company's service delivery, efficiency, and collaboration.

Here are some common challenges Scrum Teams face when engaging with stakeholders and ways to overcome these challenges.

Strategy& has analyzed the success factors for agile transformation across industries.

Parley Policy identifies the tasks required to ensure a lasting, durable peace once the shooting stops.

In this article, we elaborate on the 3H personality types, mention some recent examples, analyze an alternative theory, and in the end, describe how to build the dream team.

In any kind of relationship trust is a treasure that is hard to gain but easy to lose. I will share with you the 5 core elements needed to build trust in your relationships

Trust between the deliverer and receiver is a necessity when delivering projects using agile project management. Referring to the Manifesto for Agile Software Development, people interaction, collaboration and, willingness to change, are fundamental in agile project management. But is this possible if an assignment, agreement, or firm contract is not written on the basis of trust? This paper discusses how embracing agile methods of working means you embrace uncertainty. It recommends trusting people instead of trying to control uncertainty. It identifies the three dimensions of trust. It then presents two cases in which the same consulting company delivered software to different customers, with two completely different outcomes, even though the projects were led by the same project manager and scrum master. The biggest differences shown in both projects are the project initiation and customer interaction. The conclusion is that the trust built in one of the projects made it a huge success, whereas the other p