InfoQ Homepage Scrum Content on InfoQ
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High Performing Teams Act Like Owners
Katharina Probst talks about what it means to act like an owner and why teams need ownership to be high-performing.
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Better Living through Software at the Human Utility
Tiffani Ashley Bell tells stories and shares learnings from five years of running an organization using software and crowdfunding to protect the basic human right to water.
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Building a Successful Remote Culture at Scale with Strong Ownership
Sushma Nallapeta talks about instilling ownership through delegation and goal setting and differentiating between accountability and ownership.
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Lessons Learned Scrum Mastering Distributed Teams
Antonio Cobo shares lessons learned as a Scrum Master of distributed teams over the last three years.
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Mistakes and Discoveries While Cultivating Ownership
Aaron Blohowiak talks about Netflix’s model of the five levels of Ownership: Demonstration, Oversight, Observation, Execution and Vision. He shares his mistakes and what they have learned so far.
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How I Tried Holacracy and Lived to Tell the Tale
Sandy Mamoli shares from her successes and failures in her team’s quest to create a self-organizing organization, what worked and what didn’t.
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Are Teams the Main Problem When Adopting LeSS?
Wolfgang Steffens discusses what it takes to adopt LeSS and what is the role of the Scrum Master and of the management in this process.
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More Than a Scrum Master?
Ian Mitchell discusses why “blended” roles are less sustainable and scalable, and also considers the extent to which such roles are common because “broken” Scrum implementations are common.
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Strategy, Agility, Self-Organization and Maybe Ducks
Markus Hippeli discusses the need to have a strategy to reach business agility.
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Power as Privilege
Pawel Brodzinski discusses how they adopted change in their organization by rethinking the management models and implementing self-organization in order to improve the performance of their teams.
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Continuous Reteaming: Adopt Self-Selection and Start Moving People to the Work!
Julien Lavigne du Cadet discusses how he initially led a team of ~20 people from a static structure to something a lot more dynamic where reteaming happens quarterly.
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Management and Leadership of the Agile Organization
Christopher Davies discusses the mis-interpretation of ‘command and control’, the nature of Strategy, the difference between leadership and management, looking at models for self-managing orgs.