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Agile Coaching: It’s Not All about What’s Wrong

Good agile coaches guide teams toward agile success without too much handholding. But in truth, most of that guidance—with or without handholding—is directed toward getting people to stop doing all the “wrong” things. In an article for Scrum Alliance, Arthur Moore makes the important point that focusing on the right things can be equally valuable for setting up an agile team for success. Right Is Right By instilling scrum or any other form of agile …

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How to Unlearn Your Learned Helplessness at Work

Not every office is incompetent like the one from the show The Office—but on that same note, some offices really are that incompetent. It reaches a point where people stop being able to identify or reverse what is not working. In a post at her blog, Natalie Warnert addresses the problem of “learned helplessness” in business and what you can do about it. Chained Competence Warnert says you and others may be subscribing to learned …

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Is Agile the Answer to the Government’s IT Skills Deficit?

Skilled, ambitious IT workers aspire to work in a dynamic, challenging setting like Google. They seldom rub their hands together at the prospect of working for the government. As a result, government IT skills can be lackluster at times. In a quick article for FCW, Steve Kelman muses over whether agile might be able to shake up the status quo and empower government IT to take greater control of its operations. More Understanding with Less …

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‘Fail Fast’ in Software Is a Myth

Remember those five seconds when people were writing articles about how we should “celebrate failure?” Those times have passed, but the concept of “failing fast” persists because businesses are insatiably hungry to innovate. However, even with failing fast, there are right and wrong ways to allow it, and the wrong way can kill a company. In an article for Co.Design, Aarron Walter discusses the real risks of failure. Speed with Direction Walter begins by highlighting …

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Clear Up These Three Expectations of Agile Transition

Since “agile” implies speed right in the name, you could not judge someone too harshly for expecting agile transition to be quick and easy. But this and other reasons make it all the more important to manage expectations during the change. In a post at the Clever PM, Cliff Gilley pinpoints three particular misconceptions that you can clear up before they become a problem: Agile transitions go quickly. Agile means we get more, faster. Agile …

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3 Ways to Make Agile Work in the C-Suite

Not just any area of business will benefit from adopting an agile approach. In fact, it takes a lot of analysis and deep understanding of the business to really know where agile will be a home run. However, as Eric Garton and Andy Noble explain in an article for Harvard Business Review, there actually is no danger in having the C-suite itself adopt an agile mindset. Here are three tips for the C-suite to effectively …

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7 Certifications to Entice Every Agile Practitioner

Certification can be a great way to develop new skills. Alternatively, it can be a great way to prove you are capable with the skills you already have too. In any case, certifications are great for a career. In an article for CIO.com, Sharon Florentine touches upon seven different certifications that could be of interest to agile practitioners: PMI-ACP (Agile Certified Practitioner): The Project Management Institute and its various credentials are often seen as the …

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3 Questions When the Agile Interview Turns Sour

When you show up for a job interview for an agile position, you can never be quite sure what you will get. Does this business really understand agile, or do they just expect agile to be a silver bullet for problems? In an article for Business 2 Community, Ian Mitchell discusses your options for when you are in a situation where the interviewer clearly does not have a full grasp of agile. It could be …

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What Is the Project Manager’s Role during Agile Transformation?

The decision has been made to become an agile team, so the project manager faithfully follows through on transforming the team. How though? What does the project manager do? In an article for Scrum Alliance, Mayuri Patel decides to give her own answer to this question, because none of the other answers she ever heard were satisfactory. The Space In-Between In the first place, one thing that makes answering the question difficult is that many …

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In Defense of ‘ScrumBut’

“ScrumBut” is a pejorative describing instances where a person says, “We do scrum, but…” In other words, ScrumBut summarizes all the ways and reasons that people do not have a true scrum implementation. But in a post at the Clever PM, Cliff Gilley takes umbrage with the idea that ScrumBut is always an awful, condemnable thing. In fact, to treat it that way is a betrayal of the tenants of agile, because when it comes …

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