The Elements of Scrum

When employees hear that they’re undergoing an “Agile Transformation,” at least two of those top three motivators are taken away. There is a lack of autonomy (you have to do this thing, you have no choice) and there is a lack of mastery (you’re a beginner again, possibly after a long career). So increasing agility can feel like a big price to pay.

The dilemma is a cruel one. For efficiency and conceptual integrity, one prefers a few good minds doing design and construction. Yet for large systems one wants a way to bring considerable manpower to bear, so that the product can make a timely appearance. How can these two needs be reconciled? Mills's Proposal A proposal by Harlan Mills offers a f

People on the business end of the creative process need to define desired outcomes that describe audience and value. And as they are likely not developing solutions themselves, they need to be completely feet-off the solution pathway, unless specifically invited to step in.

Questions for readers: Can your product teams openly experiment with new ideas and technology without spending large amounts of time on seeking approval and funding? Can you easily obtain funds for new technology-related work at any time of the year, or are you restricted to an annual cycle? What are your criteria for a successful investment? Is it