Blog: Agile Software Management

Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by r...

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Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by re...

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Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by re...

Wyświetlenia 285

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Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by re...

Wyświetlenia 283

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Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by re...

Wyświetlenia 184

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Lean & Agile Value Suite

The strength of Lean & Agile originates from the level of its mindset and values, not from the level of some specific framework alone. There is no better way to evangelize your teams than by re...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics.I must say this is a very interesting post. It represents an opinion that is quite common these days, I am af...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining.I must say this is a very interesti...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining. I must say this is a very intere...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining. I must say this is a very intere...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining. I must say this is a very intere...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining.I must say this is a very interesti...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining.I must say this is a very interesti...

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Re: Velocity - The Agile vanity metrics

I bumped onto a very interesting post the other day on Velocity - the Agile vanity metrics. It challenges core Agile metrics indicators: Velocity and Time Remaining.I must say this is a very interesti...

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Development Team management

The whole range of various approaches to managing development team extends between two ends: PM-centric micromanagement and PM encouraged self-organization. One may expect a tendency that junior PMs m...

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Development Team management

The whole range of various approaches to managing development team extendsbetween two ends: PM-centric micromanagement and PM encouragedself-organization. One may expect a tendency that junior PMs mor...

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Development Team management

The whole range of various approaches to managing development team extends between two ends: PM-centric micromanagement and PM encouraged self-organization. One may expect a tendency that junior PMs...

Wyświetlenia 339

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Development Team management

The whole range of various approaches to managing development team extends between two ends: PM-centric micromanagement and PM encouraged self-organization. One may expect a tendency that junior PMs...

Wyświetlenia 325

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Development Team management

The whole range of various approaches to managing development team extends between two ends: PM-centric micromanagement and PM encouraged self-organization. One may expect a tendency that junior PMs...

Wyświetlenia 359

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PM encouraged self-organization

Similarly to Organization leaving maximal freedomto a PM (see PM Rules vs Organization Rules post), a PM is responsible toleave as much freedom for Development Teams as possible. My experience showsth...

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