Hot Topics

Scrum Alliance’s Learning Consortium Report

Scrum Alliance opened an exciting new chapter for the organization. This involved 11 companies, including Microsoft, Ericsson,... 


Can Management Get Us Out Of The Economic Mess It Has Created?

Can management embrace audacious change? That’s the bold question that Julia Kirby, editor-at-large at Harvard Business... 


WEBINAR – ScrumMaster or Armchair Psychologist (March 9, 2016)

New ScrumMasters tend to focus on the perceived administration they see in Scrum: facilitating a sprint planning ceremony... 


Visually Communicating Project Progress

One of the traits of a great PM is their ability to communicate visually – presenting the progress of a project in... 


WEBINAR – How to Elaborate Requirements Through Use Cases and User Stories

Use cases and user stories are both excellent techniques for understanding what a user needs from a product. While both have... 


WEBINAR – The Way to Lean

There is a natural path for you and your teams to follow in order improve your lean thinking and practice together. It’s... 


WEBINAR – The Two Basic Forms of Coaching for Lean

Coaching is an essential practice for lean leaders. But not all coaching is the same. Did you know that there are two basic... 


WEBINAR – Facilitation Skills for Project Managers

Meetings are nothing more than a tool to get results. A successfully facilitated meeting helps to achieve and exceed project... 


More Posts From Hot Topics

Transitioning to Agility

Scrum Alliance’s Learning Consortium Report

Scrum Alliance opened an exciting new chapter for the organization. This involved 11 companies, including Microsoft, Ericsson, and Magna International, which conducted a series of mutual site visits to investigate the hypothesis that a fundamental management makeover is underway in organizations around the world.

The site visits revealed a striking convergence toward a set of management goals, principles, and values that are markedly different from the management practices of hierarchical bureaucracy. Noting a variety of labels that include Agile, Scrum, DevOps, and Lean.  The site visits revealed a common mindset that included:

  • Goals that focused on adding value and innovation for customers.
  • Managers acting as enablers rather than controllers.
  • The use of autonomous teams, and networks of teams, in some cases operating at large scale on complex and mission-critical tasks.
  • The coordination of work through iterative, customer-focused practices.
  • Embodiment of the values of transparency and continuous improvement.

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