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.

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

Psychologists who study cognition when people try to perform more than one task at a time have found that the mind and brain were not designed for heavy-duty multitasking.