That’s it! With the actual global situation (that is the COVID-19 pandemic) that forced most of us to stay home we’ve all become expert on remote work and a lot of people that thought it was such a bad idea are pretty surprised to see that it really does work 👏Ok, let’s be honest though, it’s not all that easy and some people actually struggle in finding the right balance (see, having kids might not have been the best idea in the end 😄) but still, they get the job done!
I’ve had my share of remote work over the years, working with teams in different countries, sometimes members of the same team in different places and well now this…So here are a few things that you should keep in mind to have awesome workshops. …
I know, I took my time right? But hey, what matters is that it’s finally here, the second part of what I’ve learned in going from Scrum Master to Agile Coach 🤓 In case you missed the first article you can find it here: https://orouho.com/2020/01/31/from-scrum-master-to-agile-coach-a-never-ending-journey-1-2/.
You’re all set? Great, let’s go!
You’re not part of the team anymore
I’m very attached to the idea of being part of a highly supportive and tightly-welded team so this was one of the toughest part of the transition. But I do think it’s an important one. As a Scrum Master I was always very close to the team (which helped a lot obviously), working with only one at a time and being with them all the time. But with the experience what is expected of me has changed, expanded actually. …
Hi there, it’s been a while! I hope you enjoyed the end-of-year festivities and had time to rest 🥳😴 I took my time to find the motivation and write my first article of 2020 but now that I’m doing it I must say I’m enjoying it, I missed you guys (I know, I might be talking only to myself but hey, it doesn’t matter)!
A lot has been said and written on the Scrum Master to Agile Coach topic, I’ve read several articles and seen a few conferences too and I always learn something new. Each experience is different, each person has her own tips and process and well, I wanted to give you my own. …
I’m a convinced agilist. I know it’s no news and there’s a bunch of us out there but still, I am a little bit more convinced everyday that adopting an agile mindset is the best way to do things. It doesn’t really matter what kind of work you’re doing or which sector you’re in, agility will make things better. I didn’t say easier, but better because do not fool yourself, the journey can be hard and you might have doubts sometimes, but keep going because it’s definitely worth it 🙂
2019 has been full of encountering, experiences, learning and growth and now that the end-of-year holidays are at the doorstep I’d like to share with you a few things I’ve learned and will be reflecting upon to prepare the challenges that are coming next year. …
That’s most certainly a tricky question. There are a lot of discussions around the topic since the agile software development community burst the bubble a few years ago and even though the #NoEstimate movement has more supporters every day (yeah let’s say every day, doesn’t really matter, the thing is it’s getting bigger) it still can be quite complicated to give a definitive answer to that question. So, what do you think?
Do you really need estimates and, if so, how to do them in a way that will really help the organisation?
No wrong answers here, I won’t lie I’m a big fan of #NoEstimate but hey, let’s talk about it…
L’idée d’origine était de travailler plus efficacement. Mettre le client au coeur des échanges et avoir un maximum de feedbacks pour adapter constamment ce qui est produit à ce dont on a vraiment besoin. La mise en place d’une approche agile dans la manière de travailler n’est plus vraiment une nouveauté, c’est même plutôt l’inverse. De nos jours mêmes les grands groupes, qui ne sont pas les plus faciles à faire bouger, s’y sont mis.
Cependant, en général, on commence par changer le travail d’une ou plusieurs équipe(s) côté IT (en utilisant Scrum par exemple) puis on regarde ce qui se passe. Et le résultat est souvent le même : les stakeholders sont perdus. On parle souvent de résistance au changement mais je ne suis pas sûr que ce soit le cas, le vrai soucis ne serait-il pas que l’on a oublié de considérer les contraintes business dans notre approche ? …
Comme promis voici le deuxième article sur le sujet de l’agilité à l’échelle. Si vous avez raté le premier épisode je vous mets le lien à la fin 😉 Aujourd’hui on s’intéresse à la maturité des équipes et au rôle des managers.
Des maturités différentes
J’ai eu cette discussion plusieurs fois, la dernière il y a peu : est-il préférable que tout le monde travaille de la même façon ou vaut-il mieux adapter le processus dans chaque équipe ? …
Je sais, encore un article sur l’agilité à l’échelle, pfffff…c’est bon on a compris comment ça marche depuis le temps ! Par contre on a pas mal de dépendances, c’est un peu compliqué chez nous mais comme les autres hein c’est normal. Ah et puis tout le monde ne travaille pas de la même façon, mais bon c’est plutôt bien on adapte notre fonctionnement au contexte, c’est important quand on est agile. …
J’ai passé du temps avant de me décider : quel titre mettre à cet article ? Quel message je veux faire passer ? Quel est le fond du sujet ? Après un long débat avec moi-même me voilà revenu sur ma première idée…Finalement c’est bien ça le coeur du débat mais je vais tout de même préciser un peu la question : un coach agile / scrum master / manager 3.0 (j’en oublie certainement) doit-il avoir de solides connaissances en psychologie pour bien faire son travail ?
Un coach agile / scrum master / manager 3.0…doit-il avoir de solides connaissances en psychologie pour bien faire son travail ? …
Agility has been mainstream for a few years now even though we’re still trying to figure out what it really means and how it works (I actually wrote an article about that some time ago).
We’ve all heard it at least once, remote or distributed teams are almost unavoidable nowadays. There are several reasons for that:
- Most companies have offices in different cities and/or countries
- Hiring talents can be difficult if you limit yourself to where your offices are
- People want to travel and have experiences in different places
- Remote or distributed doesn’t necessarily implies different countries or cities, it could just be another building next to…
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