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Tapping the Base of the Talent Triangle for Hidden PDUs

Leading Answers - Mike Griffiths - Thu, 04/27/2017 - 22:40
When it comes to renewing your PMI credentials it can sometimes be a challenge to find the full complement of Professional Development Units (PDUs) you need. Now the PMI Talent Triangle has been introduced, PMP credential holders need 8 PDUs... Mike Griffiths
Categories: Blogs

Lean-Agile Strategy Days: An X-Matrix and Agendashift Fusion

AvailAgility - Karl Scotland - Thu, 04/27/2017 - 16:34

PhotonQ-FusionI’m really excited by a new venture on June 7-8 with Mike Burrows. Its called Lean-Agile Strategy Days, and will be an opportunity for attendees to explore with Mike and myself how we can combine and synthesise the X-Matrix and Agendashift as approaches to Strategy Deployment.

From the event page:

We’ll be looking at strategy – how to engage people in its development, how to develop and test the thinking, and how to build habits of follow-through. You’ll be learning through practice, and at the same time participating in an exciting collaboration. Together, let’s discover how these important topics interact and amplify each other.

I’ve blogged previously about Strategy Deployment and Agendashift with my early thoughts on the relationship between the two. Since then have I become an Agendashift partner and attended Mike’s workshop as a participant. As we have chatted and collaborated a couple of things have become apparent.

  1. There is a huge overlap in our thinking and philosophy around how we approach helping organisations through change.
  2. There is a huge opportunity for more collaboration between people with similar philosophies but different ideas.

After Mike ran another collaborative Flow Days workshop with Patrick Steyaert earlier this year, we realised they had created a good way of taking advantage of both these points, and Lean-Agile Strategy Days was born. We hope that this grows into a series of events where different people collaborate to combine their ideas – co-operating rather than competing.

If you want to learn about Strategy Deployment, with either the X-Matrix, or Agendashift, or if you want to be involved in innovating ways of combining the two, then please join us. Super Early Bird price is just £535 + VAT until May 8th for two days of learning and discovery with myself and Mike.

Book now – we hope to see you there!

Categories: Blogs

Certified Scrum Product Owner (CSPO) in Montreal—August 17-18

Notes from a Tool User - Mark Levison - Wed, 04/26/2017 - 19:22
Agile Pain Relief presents a two-day Certified Scrum Product Owner (CSPO) workshop in Montreal—August 17-18 taught by Certified Scrum Trainer Evelyn Tian.
Categories: Blogs

Announcing the PAS Workshop: Double Your Professional Impact in 8 Weeks

Scrum Breakfast - Wed, 04/26/2017 - 12:12
I have created a video about my new workshop on the Personal Agility System: Double your professional impact in 8 weeks.

The online workshop starts next week. You can learn all about it here, and you'll find a special 2 for 1 offer towards the end...

You can sign up and get full information at!
Categories: Blogs

Keeping Up with the Agilists – Spring Events Roundup

BigVisible Solutions :: An Agile Company - Tue, 04/25/2017 - 17:00

Conference season is in full swing! We love this time of year because it gives us an opportunity to reconnect with the thousands of SolutionsIQ clients, and our own distributed team of coaches and consultants from coast to coast. This spring we will be in so many more places. If you plan on attending any of the following conferences, stop by and say hi! Agile Amped will be onsite at Change Management 2017 capturing video podcasts with thought leaders from the organizational management industry. Meanwhile our Agile Amped In-Depth audio-only podcasts will be onsite at Keep Austin Agile and Mile High Agile, recording deeper dives with Agile experts and luminaries.


Learn more about each event here!

Event Highlight: Change Management 2017

Change management is a crucial part of any Agile transformation, because it focuses on helping individuals transform and change in concert with the organization’s own transformational changes. The Association of Change Management Professionals (ACMP) arose in direct response for the need of guidance and support for change professionals from a formal organization. It’s been six years since ACMP launched the annual Change Management conference and SolutionsIQ is again excited to participate in Change Management 2017, bringing our expertise and experience in Agility to share with this industry. This year, the three-day conference will focus on providing the tools to help change professionals, including Agilists, help their client organizations succeed. SolutionsIQ’s all-access podcast series Agile Amped will be onsite so you won’t miss any of the action! You can expect more “Inspiring Conversations” with thought leaders in the change management industry.

Podcast Highlight: High-Performing Agile Teams with Yasser Farra

“High-performing Agile teams” seems to be what everyone wants — but do you know what that means and what it takes to get there? Yasser Farra, CEO of Agile Accompli and a speaker at Keep Austin Agile, gives his perspective of high-performing teams and how to help create them. He gives us some helpful tips on team makeup and dynamics, team environment, and more. We also spend some time at the end of the episode talking about the upcoming Keep Austin Agile conference.


And don’t forget to subscribe to Agile Amped to get event updates from Change Management 2017, Keep Austin Agile and Mile High Agile!


The post Keeping Up with the Agilists – Spring Events Roundup appeared first on SolutionsIQ.

Categories: Companies

Simple Visual Scrum Meeting Overview

Growing Agile - Tue, 04/25/2017 - 10:00

We’ve been working with a new client helping them understand how Scrum will work in their environment. They are getting ready to transition their team to start sprints. To help the team keep focus on the right things, the Scrum Master and Product Owner put together two 1 page summaries of the Scrum meetings and Daily Scrum. We loved them so much we asked if we could share them here.


Categories: Companies

Change Artist Super Powers: Empathy

Esther Derby - Mon, 04/24/2017 - 18:33

Some people seem to think that empathy has no place at work…that work requires a hard-nose, logic, and checking your emotions at the door. But, in periods of change, emotions—which are always present, whether we choose to acknowledge them or not—surge to the surface. Ignoring the emotional impact of change doesn’t make it go away. Rather, attempts to depress or devalue people’s response to change may amplify emotions.

Empathy is the ability to recognize and vicariously identify someone else’s experience and emotions. Empathy enables you to understand someone else’s point of view, the challenges posed by the change, what they value, and what they stand to lose by changing.

Empathizing doesn’t mean you have to feel the same thing, think the same way, make the other person feel better, or fix the situation so everyone is happy. Demonstrating empathy means you listen, acknowledge, and accept feelings and points of view as legitimate. Empathy is fundamentally about respect.

Three kinds of empathy play a part in change.

Emotional empathy, understanding another’s emotions and feelings. This is what usually comes to mind first when people hear the term. Emotions are a normal part of change—from excitement, to grief, puzzlement, loss of confidence, and anger. Too often, people who “drive” change dismiss these responses and urge people “just get on with it.”

Cognitive empathy means understanding someone else’s patterns of thought and how he makes sense of his world and events. Understanding how others think about things may help you frame a new idea in a way that meshes with their views. That also helps you—you’ll know more about the obstacles and issues you are likely to encounter.

Point-of-View empathy combines a bit of both of these, and it allows you to say genuinely, “I can see how it looks that way to you.” Once you extend that courtesy to someone, he is more likely to want to see how the situation looks to you.

Empathy provides information that helps with change in at least two ways:

You can refine your ideas about the change based on local information, which people are more likely to share when you make an effort to listen and connect with them.

People are more likely to listen to you when they feel listened-to.

The more you listen, the more you learn about the needs and values of the people facing a change. And that is the key: People rarely change because someone has a bright new idea. They change to save something they value. But you won’t learn that unless you empathize.

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Categories: Blogs

The Product Owner Podcast

Scrum Expert - Mon, 04/24/2017 - 17:14
The goal of the Product Owner Podcast is to share stories from real product owners working in Agile teams. It proposes tips, tricks and lessons learned from experience. Listening to these interviews,...

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Categories: Communities

SAFe® 4.0 Release Train Engineer course now available!

Agile Product Owner - Mon, 04/24/2017 - 15:39
The RTE has been a key role in SAFe since version 1.0

The concept of the Agile Release Train (ART)  originated a decade ago, and the role for the Release Train Engineer (RTE) became evident in version 1.0 of the Framework.

As ARTs have grown their ability to continuously deliver value, the RTE has evolved into a critical role as servant leader and coach for the program, and the value streams they support.

Being an effective RTE requires an exceptional range of skills, and is a career path for many servant leaders. However, until now, there has been no formal training for RTEs working in a SAFe enterprise, and the demand—as seen in job sites like LinkedIn,, and—has been skyrocketing. That’s why we are excited to announce our newest course offering: SAFe 4.0 Release Train Engineer Course with RTE Certification.

This advanced three-day interactive class offers attendees an in-depth understanding of the role and responsibilities of an RTE. Through active learning, attendees will learn how to facilitate and enable end-to-end value delivery through ARTs and value streams. They will also learn how to build high-performing ARTs by becoming a true servant leader and coach, and how to plan and execute a Program Increment (PI) planning event, which we all know is the primary enabler of alignment throughout all levels of a SAFe organization.

View prerequisites and the full course description here.

Visit the list of public RTE classes here.

If you know an RTE, or someone aspiring to be one, be sure to spread the word. This is an empowering course, and the feedback from the alpha and beta classes has been inspiring.

“The RTE class provided a great opportunity to network with other RTEs and facilitate real life learning and takeaways. The content is rich as well as thought provoking, and the exercises are equally dynamic and engaging.”

Desirée Cuniberti, RTE, Bloomberg LP

An enormous amount of sweat, thought, and effort went into developing this course and the exam that supports it. Many thanks to all who contributed, including our exam SMEs Eric Myers, Mark Byers, Sue Shreve, David Daughenbaugh, Catherine Turley, Kathy Marshak, Henk Mooijweer, Bas Willemsen, Cecile Auret, Chris Wagter, Jason Butler, Doug Less, Ron Alvey, Robert Ramirez-Dahlberg, Shane Harrison, Sean Baggett (and others far too humble to have their names listed…) and the entire Framework team: Dean, Inbar, and Richard, as well as the Learning and Certification team: Susan Farago, Chuck Ferguson, and Jeff Long.

Cheers and Be SAFe,
—Jennifer Fawcett, SAFe Fellow and Carl Starendal, SPC and Course SMEs

Categories: Blogs

How To Learn ES vNext Without Jeopardizing Existing Work

Derick Bailey - new ThoughtStream - Mon, 04/24/2017 - 15:00

Around a year ago, I wrote a blog post lamenting the high cost of entry for using ES6 features like generators, modules, etc. Since then, the world of JavaScript runtime environments has progressed significantly.

Most (if not all) of the features that were once difficult to use without pre-compilers are now available to the general population with updated browsers, and to back-end developers with new versions of Node.js. The state of JavaScript has improved significantly!

But the problem of new features hasn’t gone away. It’s only moved.

Now instead of wondering how I can work with generators, I’m looking for opportunity to work with async functions and other ES2017 (and beyond) features.

There’s an underlying problem that we have, as JavaScript developers, when it comes to new language versions and features. Most languages require us to install the specific version in whatever environment we are running our application.

But JavaScript is different – at least on the front end of things.

Instead of developers and production engineers installing the latest JavaScript features, we’re waiting for web browsers to catch up to the features. Not only that, but we’re waiting for the general population of people that use our web sites to update their browsers so we can safely use those features.

Sure, we can install new versions of Node.js on our server and run new code in the back-end. But even that can be dangerous.

I mean, when was the last time you heard about a great new language feature or syntax change in JavaScript, and thought to yourself,

“That’s great! I’ll just install the latest, unstable Node.js release, update my Babel.js version and plugins, and download an experimental browser versions that might support this syntax if I use command-line flags when starting it!”

If you’re like me and millions of other developers, this isn’t even a remote possibility. It’s just not going to happen.


Because you have existing projects that need tried-and-true, stable, well-tested and supported versions of all these things. And the risk of installing new, unstable and experimental versions of Node, Babel or any other runtime, and having it break your actual work is far too great.

It’s enough to make a developer want to forget about learning new JavaScript features… to just wait until they become “old” features. Which is unfortunate – because when I see the future of JavaScript, I see code that I desperately want to write, now.

Fortunately, there is a solution to this problem. It is possible to learn new JavaScript features – to take advantage of async functions and other improvements that can greatly reduce the amount of code you have to write. And it can be done safely.

On May 2nd, I’ll be presenting a live WatchMeCode session all about this problem and solution.

The ES7 and Beyond with Docker webinar will give you everything you need to learn the latest JavaScript features without once putting your current projects in danger from new runtime libraries, or other software updates.

Es7 and beyond vsl

And don’t worry if you’ve never used Docker – with the solution that I have, you won’t need any prior Docker experience to take advantage of the latest JavaScript features.

Learn more about this session and register today, at WatchMeCode!

The post How To Learn ES vNext Without Jeopardizing Existing Work appeared first on

Categories: Blogs

How Agile is creating a new Horizon for HR

A collaboration by Amy Jackson and Mario MoreiraGone are the days of certainty.  In order to stay competitive companies must constantly innovate, adapt to changing market conditions, and deliver value to their customers faster than ever before.  As a result, many organizations are embracing Agile principles and practices, which are highly collaborative, iterative and focused on delivering maximum value to customers. As Agile adapts organizations, so must Human Resources (HR) adapt.  HR is poised to become leaders in the Agile transformation.  From an organizational change perspective, HR can facilitate and improve organizational agility by crafting programs that improve collaboration, ownership, adaptability, speed, and customer focus.  This can include:
  • Continuous Learning –determine the appropriate Agile learning path for your teams.  For those just starting out, introduce the Agile Values and Principles and make parallels to the culture and behaviors your organization values. 
  • Adapting Leadership - rethink the role of the manager.  Consider moving from a command and control approach to servant leader/ coach.  Leaders should focus on coaching and removing impediments.
  • Empowering Teams – teams that are given clear direction and outcomes should be empowered to determine how they will work to achieve their outcome.  This autonomy will drive higher levels of creativity and engagement, and if done right, deliver maximum value to customers.
  • Adapting Performance Feedback – consider moving away from “traditional” annual reviews to more frequent feedback and faster feedback loops.  Individuals and teams can adapt more quickly and apply learnings to improve work.  Provide tools and techniques that empower employees to take ownership of their development.
  • Rewarding Agile Behaviors – evaluate programs to ensure they reward the behaviors and mindset you value.  In an agile environment, teams work collaboratively, consider rewards that promote teamwork and collaboration, or recognition for continuous learning, and rewards for delivering value to customers.  A one size fits all approach may not be appropriate.
  • Reshaping Talent Acquisition– hire for culture fit and mindset and make this a priority.   Working in an agile environment is not for everyone. 
In addition to focusing on programs that drive agility, HR as an organization should embrace new ways of working that reinforce the Agile Values and Principles.  First, educate yourself and don’t be afraid to experiment and try new ways of working within your HR team.  For example, if you’re considering the idea of Self-Organizing teams, consider experimenting within your team.  You will become more knowledgeable and better equipped with first-hand experience to help guide, coach and facilitate the organization in their journey to become agile. 
As you think about adapting your programs, consider using Open Space Technology.  Open Space is a great way to gather feedback, ideas and insights from your employees that can inform how you design programs for your teams.  This approach promotes collaboration.If you plan to change or modify one of your existing programs, consider breaking this work into small increments to avoid delivering a “big bang” fully baked program which may not meet the needs of your customer.  If you plan to move away from “traditional” performance management in favor of real-time continuous feedback consider starting with one team, educate them on the value of real-time feedback and then train them on how to give and receive feedback.  Gather their feedback and iterate as needed and then begin to scale the program.In addition, start connecting to customer value.  Consider creating a compelling purpose that is focused on customer value.  Strive to keep the (external) customer front and center by linking your programs to the value they will bring to the customer. Empower your employees to make decisions that are customer centric – this shift may mean that you change how you compensate or incentivize your employees by moving away from performance metrics that are internally focused in favor of rewarding behavior and actions that delight the customer. Strategic HR organizations have expertise in helping companies achieve objectives through focus on organizational culture and high-performing teams.  Given this capability there is a natural role for HR to play in an Agile culture.  HR has an opportunity to become Agile coaches and change agents.  Embrace and ready yourself for change. This may be the new horizon for HR.-----------------Learn more about Amy Jackson at: Moreira writes more about Agile and HR in his book "The Agile Enterprise" in Chapter 21 "Reinventing HR for Agile"
Categories: Blogs

The Objective of Time-Boxing

NetObjectives - Sun, 04/23/2017 - 14:22
This blog continues my series on Going Beyond Practices to Achieve Objectives. A webinar on Blending Kanban and Scrum is also available.   Timeboxing is used as a project planning technique. The schedule is divided into a number of separate time periods (timeboxes), with each part having its own deliverables, deadline and budget. In Agile, these time boxes are known as “iterations” (XP and...

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Categories: Companies

Values, Practices and Principles Are Not Enough

NetObjectives - Sun, 04/23/2017 - 14:12
This blog continues my series on Going Beyond Practices to Achieve Objectives. A webinar on Blending Kanban and Scrum is also available. Agile has been around for over 2 decades now. Most every method talks about values, principles and practices. The Agile Manifesto, for example, is comprised of 4 values and 12 principles. XP, Scrum, Kanban, SAFe, LeSS and Nexus have added a considerable number...

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Categories: Companies

Eight Characteristics of Successful Software Projects

Xebia Blog - Sun, 04/23/2017 - 10:21

We do a lot of software projects at Xebia Software Development. We work most of the time at our client’s location, in their teams. Together we improve the quality of their software, their process, and engineering culture. As such, we’ve seen a lot of projects play out. Most of these efforts succeeded but some failed. […]

The post Eight Characteristics of Successful Software Projects appeared first on Xebia Blog.

Categories: Companies

Ensconcing Paranoia in Rules

Evolving Excellence - Sat, 04/22/2017 - 22:50

Silly boy you got so much to live for
So much to aim for, so much to try for
You blow it all with, paranoia
You’re so insecure you, self-destroyer
paranoia, they destroy ya

It’s been over a week since the United incident where Dr. David Dao was forcibly removed from a flight.  It takes about that long for the hysteria to die down and for some meaningful analysis to start coming out.

Yes, the airline was within its right to remove anyone for safety reasons, and perhaps for other reasons – though there’s some doubt that accommodating employees after a passenger has already been seated is in their contract of carriage.  Yes, not getting those employees to the next flight could have created a travel nightmare for many more customers on a different flight.  Yes, Dr. Dao could have just complied, and yes he has an interesting history.  Apparently United didn’t offer up to the full amount authorized to bribe passengers to give up their seats.  And, yes, the actual altercation was created by the Chicago airport police.

All of that finger-pointing and victim shaming misses the point.  A point that both The Wall Street Journal and Harvard Business Review eventually discussed a few days ago: the real problem is an extreme rules-based culture at United that makes no allowance for situational judgment.

My subconscious must have realized this earlier as I couldn’t get my favorite tune from The Kinks out of my head from the day the United story broke.  A party staple from my college days, which I guess dates me a bit.

Paranoia, they destroy ya… And there you have the root cause of most rule-based organizational cultures.  Paranoia.

As HBR describes, “The public reacted to the video with horror. Those flight attendants must have been appalled, too, as they watched the customer — who just a few minutes earlier was supposed to have been greeted on the plane with smiles and welcomes — being dragged, face bleeding, past other customers. What must they be thinking now? We were powerless to intervene, they might say. Civility was no longer an option. We called security. That was what management told us to do.

Powerless, because they were controlled by rules.  The depth of those rules is discussed in the WSJ article:

Like most other airlines, United follows strict rules on every aspect of handling its passengers, from how to care for unaccompanied minors to whether someone gets a whole can of Coke.

Deviating from the rules is frowned upon; employees can face termination for a foul-up, according to people familiar with the matter. At United, this has helped create a rules-based culture where its 85,000 employees are reluctant to make choices not in the “book,” according to former airline executives, current employees and people close to United.

Of course some procedures do require strict consistency and adherence to ensure safety.  Some rules are necessary.  But it’s important to also understand that rules can remove the ability for decisions to be made based on specific context and circumstance, and in effect assume every hole is round and can be filled by a properly-specified peg.  An organizational culture driven by an overabundance of rules indicates a lack of trust in the caliber, training, and experience of employees – and a paranoia for what might happen.  Yes, United is probably paranoid about the impact on the bottom line of too many people getting a whole can of Coke.

Instead, they could hire great people (perhaps they already do), provide a clear understanding of corporate objectives, draw some general guidelines, and describe the impact of potential decisions, and then set them free to make the best decisions at the right time.  This is the essence of respect for people.  Leveraging the value in brains instead of focusing on the hands.

Companies like United need to cultivate good judgment, and free their employees to use it.

Some companies do.  Netflix has it built into their culture code.

There is no vacation policy, and the travel and expense policy is literally five words: “Act in Netflix’s best interests.” That’s it.

Netflix believes high-performance people should be free to make decisions, and those decisions need to be grounded in context. Mission, vision, and value statements do not create context. To demonstrate this, Netflix’s presentation provides the example of how Enron’s value statement included “integrity.” Real company values are shown by who gets rewarded for embodying desired behaviors and skills. The document goes on to describe the primary Netflix values and the associated behaviors.

At Netflix, flexibility is more important over the long term than efficiency.

At Gemba Academy we have adopted a very similar culture code.   We have have very few policies and procedures, which helps us be very agile and customer-centric.  This has been a major driver of our success.

What would have happened if United allowed – even encouraged – employees to make context-based decisions instead of being bound by paranoia-driven rules?  A flight attendant might have said “there must be a better way,” offered more money, found someone else, or come up with an even more creative alternative.  And United would not have lost a billion or more in market capitalization over the next few days.  A quick call to arrange a Netjet private jet for Dr. Dao, albeit extreme, would have been comparably cheap.  Or a Netjet for the employees they needed to get to the next flight.

HBR branches off into an interesting side note, discussing the potential impact of increasingly AI/algorithm-driven decisions.  Perhaps the ultimate rules-based decision-making?

Machines follow orders. People use discretion. Learning the importance of that truism is the lesson of this awful situation, and it will be a lesson of growing relevance and application as algorithms and machines play ever larger roles in service delivery.

Something to keep in mind.  In the meantime, hire great people, train them on the clear “why?” of the business, then set them free.  It might keep you out of the news.

Categories: Blogs

Being an Agile Security Officer: user stories

Xebia Blog - Sat, 04/22/2017 - 15:28

This is the fourth part of my 'Being an Agile Security Officer series'. In this blog post I will go deeper into the details of how user stories are created and what role security stakeholders should play in that. The Epic Within Agile, work is usually defined in user stories. These are minimal and defined […]

The post Being an Agile Security Officer: user stories appeared first on Xebia Blog.

Categories: Companies

The Question Isn’t ”Scrum Vs Kanban?” or Even “Scrum and Kanban?” But Rather “What Works?”

NetObjectives - Fri, 04/21/2017 - 19:11
This blog continues my series on Going Beyond Practices to Achieve Objectives. A webinar on Blending Kanban and Scrum is also available. Executive Summary We should not be debating whether Scrum or Kanban is better.  Both have practices and principles to offer.  Each has a different mindset towards learning, however.  But instead of just blending them, we should look to a mindset that embraces...

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Categories: Companies

Dialogue on Prerequisites for Collaboration

Agile Complexification Inverter - Fri, 04/21/2017 - 19:10
IDEO-University 'From Ideas to Action' Lesson 1.

Join the dialogue on G+ Agile+ group.

Dialogue on Collaboration on Facebook (PDF)

Collaboration starts with who we are and our story - not the technology or the data
"The Future of Work Is Social Collaboration from Inside Out, where people connect around the why of work from who they really are as individuals in community.
They collaborate in generative conversations and co-create what’s next, i.e. their unique Contribution of value to society – what we might call Social Good.
They collaborate by taking the time to appreciate and align each other’s unique, hard wired, natural strengths, creating new levels of authentic and trusting relationships to take the Social Journey."Jeremy Scrivens Director at The Emotional Economy at Work

What does dialogue mean... what does it contribute to collaboration? Here's what the inventor of the internet Al Gore had to say about this:

Audie Cornish speaks with former Vice President Al Gore about the new edition of his book, The Assault On Reason.

Well, others have noted a free press is the immune system 
of representative democracy. And as I wrote 10 years ago, American democracy is in grave danger from the changes in the environment in which ideas either live and spread or wither and die. I think that the trends that I wrote about 10 years ago have continued and worsened, and the hoped-for remedies that can come from online discourse have been slow to mature. I remain optimistic that ultimately free speech and a free press where individuals have access to the dialogue will have a self-correcting quality. -- Al Gore
Excerpt from NPR interview with Al Gore by Audie Cornish March 14, 2017. Heard on All Things Considered.

See Also:

Mob Programming by Woody Zuill

If Your Team Agrees on Everything, Working Together Is Pointless by Liane Davey - HBR

[View the story "Dialogue on Prerequisites for Collaboration" on Storify]
Categories: Blogs

Knowledge Sharing

SpiraTeam is a agile application lifecycle management (ALM) system designed specifically for methodologies such as scrum, XP and Kanban.