These are the photos from my talk in London Ontario on April 27th at the PMI SWOC Symposium conference.
If you go on line and type “soft skills” into your browser, you will come up with a plethora of sites. That’s because soft skills are being touted as the most important skill set for any individual in any career. Soft skills are becoming de rigeur in job applications and leadership training of every kind. One might say that there is, in fact, a soft skills revolution occurring in every sector of society.
What is motivating this revolution? Perhaps the more automated our world becomes, we see that our more human characteristics and relationships are needed to balance such a high degree of automation. Perhaps it’s become clear that human characteristics are what drive everything forward in either a positive or negative fashion.
Wikipedia describes soft skills in this way:
Soft skills are a combination of interpersonal people skills, social skills, communication skills, character traits, attitudes, career attributes,  social intelligence and emotional intelligence quotients among others that enable people to effectively navigate their environment, work well with others, perform well, and achieve their goals with complementing hard skills. 
By another definition, soft skills are those skills that are difficult to measure.
With the advent of the Agile Manifesto (www.agilemanifesto.com) and agile processes permeating business and organizational cultures more and more, people are abandoning the silo mentality and striving to create a more communal environment and team consciousness. Many organizations and businesses are learning that teams rather than individuals are more effective at accomplishing goals.
When a team of people have to work together, there is an expectation that they will all do their best to get a job done. On the other hand, it’s also normal for people on a team to encounter hiccups and even conflicts, whether it’s issues of personality, ego or disagreements of one kind or another. Then there are those team members who do not feel safe to offer their opinion, or those who harbor a prejudice against a certain type of person they may be required to work with.
By putting people together to work alongside each other day after day, we are creating a potent mix. Human beings are extremely complex and diverse after all. There are volumes written about both the need for and the difficulty of people working and achieving together.
From a recent Insight BTOES newsletter about hiring practices:
“If they’re the best there is in their craft but would prefer to just do their job and be left alone, it isn’t likely they’ll engage in team improvement activities and become a contributing part of the new culture. It’s simply not worth taking on the resistance/non-engagement that you’ll have to deal with until your patience runs out and you’re right back where you started…”
Many corporations now claim that soft skills are the number one priority when hiring, Hard skills can be easily taught but soft skills make the difference whether a person is even teachable and flexible enough for a corporate environment.
This is just the tip of the iceberg, because soft skills have not been the focus of our education systems, and those who have them need continuous practice and improvement. But everyone has the potential to become more empathetic, cooperative, supportive, and respectful.
Whether it’s learning to communicate effectively, or to create a sense of cohesion in a team, there are many pieces that can be put in place to help any team (and its individual parts) be more powerful, effectual and happy.
One very basic ingredient that can make a world of difference to a team’s work is to feel safe. Safety comes with having clear and consistent goals. Team members feel safe to speak his or her mind without fear or judgement, even if their opinion is different from others. A team feels safe to experiment and to succeed or fail. Safety is built on the very essential idea of trust.
Psychologist, author and consultant Harvey Robbins has written extensively about the idea of trust as a key element of any team. He describes trust as follows:
· Trust means setting clear, consistent goals. If people don’t know exactly what they’re supposed to, they will feel set up to fail…
· Trust means being open, fair, and willing to listen. This requires more than making a thoughtful, considerate face. It means listening to the words other people are saying.
· Trust means being decisive… It’s a challenging thing to say, but sometimes it’s better to make any decision – good, bad, or indifferent – than it is to make no decision at all.
· Trust means supporting one another…Your team belong to you, and you belong to them.
· Trust means sharing credit with team members. You are there for them, not vice versa. If you are a glory hog, you are stealing from the team.
· Trust means being sensitive to team members’ needs. You should know what legitimate secondary agendas they may have, and be willing to help them achieve their personal goals.
· Trust means respecting the opinions of others. The worst thing a leader can do is denigrate or dismiss or ignore team members. If they’re no good, move them off the team. But even then you owe them your respect.
· Trust means empowering team members to act. It means trusting that they are up to the challenges that you trained them for…
· Finally, and ultimately, and most difficultly, trust means being willing to suffer… The ordinary leader exposes his people to all the risk. The trusted leader assumes risk himself.
Article Source: http://EzineArticles.com/716760
When a team has clearly articulated goals, it helps build a sense of cohesion, in that every member is aware of what they are working toward. When team members are allowed to work out an action plan toward achieving a goal, this gives everyone a stronger sense of purpose and ownership.
If you’re wondering whether a Team Development workshop would be of benefit to, or is necessary for your business or organization, here are some thoughts from MindTools that can help you decide:
Everyone has the potential to grow their soft skills. However, a company may not have the resources to help unlock this potential in its employees.
If team development is not part of a company’s culture there may be discomfort in dealing with friction arising from a lack of soft skills. In this case, an external facilitator or coach can be a very helpful resource to guide a work team, using thought-provoking activities and role-playing, to find greater connection and trust amongst themselves, and to address issues with a detached point of view.
Organizing such a workshop for your team does not mean they are not doing well or failing. It means you, the team lead/ manager/ CEO/ HR person, etc, care about your team’s best interests, highest achievements and happiness.
Valerie Senyk is a facilitator for Team Development with BERTEIG, and can be contacted by going to http://www.worldmindware.com/AgileTeamDevelopment
I have recently published all 16 videos for the Leading to Real Agility series on YouTube. The videos cover leadership topics including:
The videos are short (typically 2 or 3 minutes each) and focus on introducing the basics of each topic. Further depth can be gained through our Leading to Real Agility one-on-one coaching service.
In a recent scan of the e-literature on the reciprocal impact of Agile on HR, I connected some very interesting insights which I’d like to share. A set of insights that looks like ripples across the surface of a pond. Ripples that started when the Agile stone was thrown into the pond in 2001. In its simplest form, Agile is about a different way of working with each other in teams. Teams that are cross-functional, collaborative, co-located and customer-driven in their decision making. The insights provide compelling reasons why HR needs to take an active role in Agile implementations.
“In the most successful Agile transformations, HR is a driver of the change and a key hub that steers other departments’ success.”
HR certainly needs to be ‘a’ driver in the change, but not ‘the’ (sole) driver. Rather they need to partner in the change. Successful Agile transformations will benefit from HR’s expertise in
The driver of the change, historically IT, will need HR’s help to manage the impact to people and traditional HR processes/tools. As the change scales and starts to impact other departments in the business, HR can play a large role in ensuring the business overall stays aligned in delivering end-to-end value to customers.
“2016 will be the year of Agile HR… most HR teams have no clue what Agile HR means.”
(HR Trend Institute)
Agile was a hot topic for HR in 2016 as evidenced by the number of times ‘Agile HR’ has made the shortlist of topics being brainstormed for HR conferences and networks. It was the #1 trend on the 2016 HR Trend Institute list. Its popularity is not cooling off in 2017. And yet most HR teams still don’t have a clue what ‘Agile’ means, never mind what ‘Agile HR’ means.
“As the world becomes more volatile, organizations need to find ways to become highly agile. HR will need to support a world where people may no longer have predefined ‘jobs’ that lock them into doing one activity.”
Agile has entered the mainstream. A necessity given the VUCA world we live in. Agile is no longer the sole domain of IT. The common refrain from all C-suite leaders these days is increased agility and nimbleness across the entire business – not just IT. The impact of capital ‘A’ Agile or small ‘a’ agile will affect HR. People will no longer have predefined jobs – People’s career paths will change. In this VUCA world, standardized career paths are no longer effective. Batch-of-one career paths will become the norm.
“HR’s job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.”
The HR profession itself has been going through its own transformation. The HR profession has evolved from an administrative and transactional service to a strategic business stakeholder with a seat at the executive table. The role of HR now includes a focus on organization-wide agility and global optimization of departmental efforts.
“Human capital issues are the #1 challenge for CEOs globally.”
(The Conference Board CEO Challenge 2016)
The Conference Board’s 2016 survey of global CEOs ranked human capital issues as the number one challenge. It has been number one for the last four years in a row. Within that challenge, there are two hot-button issues:
The adoption of agile ways of working will change
In the words of Robert Ployhart, “…employees don’t just implement the strategy – they are the strategy”. CEOs around the world would tend to agree.
The net of these insights is the more HR professionals understand Agile and its implications, the more effective Agile or agile initiatives and people/strategy will be.
I’d like to see HR ride the wave.
 VUCA is an acronym introduced by the US military to describe a state of increased Volatility, Uncertainty, Complexity and Ambiguity
 Ulrich, Dave, William A. Schiemann, Libby Sartain, Amy Schabacker Dufain, and Jorge Jauregui Morales. “The Reluctant HR Champion?” The Rise of HR: Wisdom from 73 Thought Leaders. Alexandria, VA: HR Certification Institute, 2015. N. pag. Print.
“Business engagement alone is a necessary but not sufficient condition for Agile to succeed”
It’s taken a while but now it’s well understood amongst seasoned Agile practitioners that Business engagement is necessary for successful Agile implementations. Just when we thought engaged Business owners were enough, we’re now realizing Business engagement alone is not sufficient. The impact of corporate shared services, especially Human Resources (HR), on Agile adoptions or transformations are often overlooked. In fact, Agile practitioners often bypass HR in their zeal to quickly change the way they work and the related people processes.
“Companies are running 21st century businesses with 20th century workplace practices & programs”
– Willis Towers Watson
It’s not just IT departments practicing Agile but 21st century businesses overall that are characterized by flatter organizations and an insatiable appetite for small ‘a’ agility. Agility that is pushing and breaking the envelope of current HR processes and tools. Agile individuals and teams are very vocal when it comes to calling out technical obstacles in their way. The same could be said when it comes to HR related obstacles that impact Agile individuals and teams. If we listen, here’s what we would hear:
As the volume increases, how will HR and HR professionals respond?
“2016 will be the year of Agile HR … most HR teams have no clue what Agile HR means”
– HR Trend Institute
The reality is that most HR teams have no clue what Agile is, never mind how it will ultimately rock their world. Most Agile initiatives emerge from the grass-roots or are driven independently by IT functions with little to no involvement from HR. HR sits on the sidelines and watches IT “do their thing”. There is a misconception that Agile exclusively falls under the IT domain; overlooking the fact that the core of Agile is about the people and culture – the sweet spots of the HR profession.
There are three significant change movements gaining momentum:
All three have the common denominator of people; an integral part along the entire timeline of each movement. As these three movements overlap – at the intersection – will be HR. So, who better to help navigate the emerging paths of each change than “the People’s people”?… otherwise known as “HR”.
An analysis of the Human Resources Professionals Association’s (HRPA) Competency Framework shown below can help guide which HR competencies will have the greatest impact (on a scale of 1 to 10) on Agile.
“How do we get HR started towards their destiny?”
If you’re an Agile team member, invite HR to start a conversation about what Agile is and how they can help you and the team.
If you’re an HR professional, here are some suggestions:
To help HR take the first step, here are some suggested Agile learning resources:
It’s time for HR to get off the sidelines and get in the game. HR needs to be a “friend” to Agile, not perceived as a “foe”.
Borrowing from a Chinese proverb,
When the winds of change blow, some will build walls while others build windmills… the harnessing of your greatest natural resource, your people, into power.
In a search for new vistas and growth, my husband had been scanning employment ads across the country and applied for a job he was well-suited for with a large corporation. He received two interviews by telephone and SKYPE. The new job would require us to move several provinces, leaving family, friends and a community we were attached to.
He received confirmation by telephone that the corporation wanted to hire him. We spent a few days agonizing over a decision, consulting with family and friends, praying about it, and decided my husband would accept the job. After his verbal acceptance, a contract followed a few days later, which he duly signed and sent back. He was told it had been signed at the other end and he could now announce the new job publicly.
He gave notice to his present employers, as did I mine, and we proceeded to take steps to put our house on the market, search for housing in the new city, and pack. We had begun to say good-bye.
Three days later a phone call came from the HR Department of the corporation saying they had to rescind the contract as someone “higher up” had not given approval for it.
We were stunned. There had been no hint in any part of the process that the job offer was in any way tentative or not thoroughly vetted. We had taken many steps forward, and now had to backtrack several steps.
My husband had to go, hat in hand, to his current employers to see if he could retain his job. After a painful good-bye session with my team I had to inform them that I was not leaving.
This whole experience has brought to mind the importance of what my employer, BERTEIG Inc, is attempting to do through agile training, consulting and coaching.
The “Agile Manifesto” proclaims:
“Individuals and interactions over processes and tools.”
And, further on: “Customer collaboration over contract negotiation.”
These are prime values to be lived by small and large businesses.
Admittedly, Agile was initially created for software developers, but more and more corporations and organizations are seeing the value in being agile, and are responding to this necessary change of culture in what is currently a time of deep disruption.
What if the corporation my husband was contracting with had honored the implications of “individuals and interactions over processes and tools” and “customer collaboration over contract negotiations?”
If some “higher up” had not actually given approval for this hiring, once the contract was signed at both ends (which it was), could this higher-up not have responded with more agility, more compassion, and more ethically?
What if he had acted in such a way that, even if he did not approve the contract, he acknowledged the good intentions of both sides and let it go? After all, his corporation was getting a highly-qualified, experienced employee.
What if he was transparent and acknowledged that the contract was not to his liking, and asked would my husband consider some other version of it? And then consulted directly with my husband and HR over certain changes to the contract? And made sure everyone was agreeable with the changes?
What if the “higher-up” just called my husband directly, apologizing that the contract was made without his say-so, that they were not in a position to hire him, and offered two-months salary for any damages – material and emotional – that had been incurred?
The above scenarios could have changed the situation from one of loss, to one of win-win for both sides. Agile frameworks are clearly proving to be of great benefit to employers and employees alike.
Hundreds of eager attendees take Certified Scrum Master and Certified Product Owner training from us. Many have taken our Certified Agile Leadership offering in cooperation with Agilitrix. Do the corporations they belong to welcome the changes these attendees are prepared to make? Are corporations taking steps to truly alter their culture?
The Losing End
My husband was almost employed in that organization, where hundreds of others are employed. I wonder how often their employees experience this type of trauma, since this neglectful handling of my husband’s contract is a likely sign of ongoing cultural problems within.
This rescinding of a contract was a losing situation on both ends. The corporation in question lost a highly-talented employee who would have been extremely loyal and hard-working (as was determined in the interviews). My husband lost professional credibility having to backtrack with his current employers. We lost the challenge of a new adventure.
We’re recovering, despite this having a huge emotional impact on our lives. We’ve been agile enough to say: we’re still here, we still have jobs, we can make the best of it all.
I just wish that Big Corp would get it. And soon. Before more is lost.
In reality, Kanban isn’t actually saving Agile nor is it intended to, nor is any thoughtful and responsible Kanban practitioner motivated by this agenda. What I’m really trying to convey is how human thinking about the business of professional services (including software development) has evolved since “Agile” as many of us know it was conceived around 20 or so years ago. The manifesto is the collective statement of a group of software development thought leaders that captured some of their ideas at the time about how the software industry needed to improve. Essentially, it was about the iterative and incremental delivery of high-quality software products. For 2001, this was pretty heady stuff. You could even say that it spawned a movement.
Since the publication of the manifesto in 2001, a lot of other people have had a lot of other good ideas about how the business of delivering professional services can improve. This has been well documented in well known sources too numerous to mention for the scope of this article.
Substantial contributions to the discourse have been generated by and through the LeanKanban community. The aim of Kanban is to foster environments in which knowledge workers can thrive and create innovative, valuable and viable solutions for improving the world. Kanban has three agendas: survivability (primarily but not exclusively for the business executives), service-orientation (primarily but not exclusively for managers) and sustainability (primarily but not exclusively for knowledge workers). Kanban provides pragmatic, actionable, evidence-based guidance for improving along these three agendas.
Evolutionary Theory is one of the key conceptual underpinnings of the Kanban Method, most notably the dynamic of punctuated equilibrium. Evolution is natural, perpetual and fundamental to life. Long periods of equilibrium are punctuated by relatively short periods of “transformation”—apparent total and irreversible change. An extinction event is a kind of punctuation, so too is the rapid explosion of new forms. Evolutionary theory is not only a scientifically proven body of knowledge for understanding the nature of life. It can be also applied to the way we think about ideas, methods and movements.
For example, science has more or less established that the extinction of the dinosaurs, triggered by a meteor impact and subsequent dramatic atmospheric and climate change, was in fact a key punctuation point in the evolution of birds. In other words, dinosaurs didn’t become extinct, rather they evolved into birds. That is, something along the lines of the small dinosaurs with large feathers hanging around after Armageddon learned to fly over generations in order to escape predators, find food and raise their young. Dinosaurs evolved into birds. Birds saved the dinosaurs.
There has been a lot of social media chatter and buzz lately about how Agile is dead. It is a movement that has run its course, or so the narrative goes. After all, 20 years is more or less the established pattern for the rise and fall of management fads. But too much emphasis on the rise and fall of fads can blind us to larger, broader (deeper) over-arching trends.
The agile movement historically has been about high-performing teams. More recently, market demand has lead to the profusion of “scaling” approaches and frameworks. Scaling emerged out of the reality of systemic interdependence in which most Agile teams find themselves. Most agile teams are responsible for aspects of workflows—stages of value creation—as contributors to the delivery of a service or multiple services. Agile teams capable of independently taking requests directly from and delivering directly to customers are extremely rare. For the rest, classical Agile or Scrum is not enough. The feathers just aren’t big enough. Agile teams attempting to function independently (pure Scrum) in an interdependent environment are vulnerable to the antibodies of the system, especially when such interdependencies are merely denounced as impediments to agility.
Some organizations find themselves in a state of evolutionary punctuation (the proverbial sky is falling) that can trigger rapid adaptations and the emergence of local conditions in which independent service delivery teams can thrive. Most large, established organizations seem to be more or less in a state of equilibrium. Whether real or imagined, this is what change agents have to work with. However, more often than not, the typical Agile change agent seems adamant that the sky is always falling and that everyone accepting that the sky is falling is the first step to real and meaningful change. This is not an attitude held by Agile change agents alone. This is a standard feature of traditional 20th Century change management methods, the key selling point for change management consulting.
Naturally, most self-identifying “Agilists” see themselves as change agents. Many of them find themselves in the position of change management consultants. But the motivation for change can quickly become misaligned: Change needs to happen in order for Agile to work. If you are passionate about Agile, you will seek to bring about the environmental changes that will allow for Agile to thrive. We don’t need to follow this path too far until Agile becomes an end in itself. It is understandable then that for some, Agile appears to be a dead end, or just dead.
But if there is a larger, over-arching historical process playing out, what might that be? Perhaps it has something to do with the evolution of human organization. Perhaps we are living in a period of punctuation.
For my working definition of Kanban, please refer to my previous article 14 Things Every Agilist Should Know About Kanban (this contains links to the Kanban body of knowledge, including Essential Kanban Condensed by David J. Anderson and Andy Carmichael).
For my working definition of Agile, please refer to The Manifesto for Agile Software Development.
Leading an organization to Real Agility is a complex and difficult task.
Leading to Real Agility is about how leaders including executives and senior managers help their organization achieve great business results and a great corporate culture. This video introduces the topics of our next series of videos.
This is the first video in a series on Leading to Real Agility.
The following topics will be covered in the video series. A new video will be posted every two weeks.
Please subscribe to our YouTube channel to receive notifications when each new video is published!
Mishkin Berteig presents the concepts in this video series. Mishkin has worked with leaders for over fifteen years to help them create better businesses. Mishkin is a certified Leadership Circle Profile practitioner and a Certified Scrum Trainer. Mishkin is co-founder of BERTEIG. The Real Agility program includes assessment, and support for delivery teams, managers and leaders.
Learning the Value of Transparency Through Agile
by Valerie Senyk
I am intrigued by the principle of transparency which my employer, BERTEIG, models so beautifully.
When we have company (team) meetings, the owners practice complete transparency in regards to company finances, including profits and salaries. As we discuss various agenda items in our meetings, we are encouraged to be completely frank in order to make good team decisions. If personal issues are affecting a team member, he or she is respectfully listened to. If an employee needs time off, the need is not questioned. These are just some concrete examples of BERTEIG’s transparency.
Yet I don’t know how transparency is understood and practiced in other Agile environments or teams.
In the official Scrum website authored by Jeff Sutherland and Ken Schwaber (www.scrumguides.org), transparency is described as one of the three “pillars” of Scrum Values:
When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone. The Scrum Team members learn and explore those values as they work with the Scrum events, roles and artifacts.
Successful use of Scrum depends on people becoming more proficient in living these five values….The Scrum Team members have courage to do the right thing and work on tough problems….The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work. Scrum Team members respect each other to be capable, independent people.
From the above description, one understands that transparency exists along with other values such as commitment and courage, and that it is one of the necessary ingredients to building trust in a team.
Yet trust seems to be a deficient commodity in our times. There are so many reasons in everyday life to not trust, that trusting others becomes a challenge and perhaps even an obstacle.
The above site goes on to describe what is meant by transparency in a specific Scrum IT environment, which I believe is applicable in diverse organizations:
Significant aspects of the process must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen.
Those performing the work and those accepting the work product must share a common definition of ‘Done’
Further in the same site there is a heading for “Artifact Transparency” which gets a little closer to the bone of understanding transparency’s importance:
|Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state of the artifacts…To the extent that the artifacts are incompletely transparent, these decisions can be flawed, value may diminish and risk may increase.
The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency of the artifacts. This work usually involves learning, convincing, and change. Transparency doesn’t occur overnight, but is a path.
What the above description does not include is corporate or personal transparency as practiced at BERTEIG. Transparency in an organization at the level the authors are talking about is impossible as long as a hierarchy exists whereby ascending the corporate ladder needs to be on the proven merits of things that a person has done instead of their attitude and willingness to walk a new path.
However, the above does make it clear that decisions will be sound, risk will be controlled, and value is optimized when transparency is practiced.
Overall, how do these ideas co-exist with the general Agile framework? From an article by Sameh Zeid on the Scrum Alliance website, he discusses six ways a product owner can increase transparency, then writes:
…without transparency we may not succeed in implementing Agile — and even if we can, the project can revert to command and control. Transparency implementation starts by leadership as represented by the product owner.
There is a plethora of resources that one can access regarding Agile values and how to make it work. I believe transparency is a value that requires courage to begin with – courage which is facilitated by having an Agile culture.
BERTEIG is one company I know of that whole-heartedly practices transparency – – In fact, that element of “heart” may be exactly what’s needed in many organizations. It seems transparency can truly occur when there is caring between employer and employee.
How do you experience transparency, or lack of it, in your workplace?
“Leadership is the key to driving change and progress. Executives and managers of Scrum teams need to nurture the environment, let go of the “how”, allow the team to learn from mistakes, and encourage and coach the growth of the collective team knowledge and overall experience.
Understanding the dramatic impact leadership has on a transitioning team is also very critical, as a single word or direction from the executive level can single-handedly affect (either positively or negatively) the team’s future behaviours and resulting successes or failures. And without a true environment of trust built by the leadership, team members will often shy away from taking a risk to try something new or unknown.” (By Senior Agile Coach Jerry Doucett)
Scrum team members should be allocated to as few different initiatives as realistically possible. The more projects you are allocated to, the more task switching you may have to perform, the longer it will take to complete any one item, the thinner you will be spread and the less effective you will be. In other words, people (and teams) should limit their work in progress as much as possible and focus on completing those things that truly matter most. This is true for any framework, but it is particularly emphasized with Agile ones. Note there is a slight but fundamental difference between being allocatedto a team and being dedicated to a team – that is a topic for a future article.
(By Senior Agile Coach Jerry Doucett)
Jerry is leading a series of SAFe training classes in Toronto, Ontario from September through to December 2016. See here for more details.
For 10 years, Agile Advice has been providing useful information, Agile-related announcements & entertaining content for Agile ambassadors.
But Agile Advice is just one of the many portals to the BERTEIG online network.
What is agile exactly? How do we practice it? What does it look like to be an agile product owner? What is an agile team?
One of the qualities I’ve come to admire the most about agile teams and agile ambassadors is this continuous state of learning which everyone agrees to be in.
It seems as though “being agile” gives us permission to sometimes know an answer and sometimes not to. It gives us permission to sometimes understand a situation and have a solution and sometimes not to. Agile methods have a built-in “Reality Check” which is so refreshing.
By openly communicating often in retrospectives and by making work and backlog visible the process is taken out of the abstract and into the concrete. Agile seems to put everyone on the same page ~ even if people are coming at agile from very different angles.
Recently I posted a question to the 2500+ members of the Facebook Scrum group, asking for good recommendations for meaningful resources.
Here are the TOP Four Responses:
I’m interested to read your comments about any of these four articles or sites. What do you agree with? What do you disagree with?
What has been your biggest challenge and greatest success with implementing agile methods in your work environment?