 |
When teams learn to work out their differences, it’s called healthy conflict. We don’t always need to agree, but we do need to recognize our differences and agree to an approach on how to proceed.
|
076 |
 |
…the most mature agile teams probably don’t even need a Scrum Master anymore.
|
102 |
 |
Teams that avoid [retrospectives] are not focused on improving anything and are often suffering from psychological safety challenges.
|
155 |
 |
Communicating the vision is crucial to the team understanding the why behind the work.
|
197 |
 |
An agile team should have all the skills on the team to own the entire end-to-end value creation process from ideation through customer delivery and support.
|
202 |
 |
The organizational structure of a company often gets muddled with the functional design of how teams need to work, creating artificial dependencies that maybe shouldn’t even be there.
|
203 |
 |
The most mature teams own the end-to-end stream of value creation through delivery.
|
252 |
 |
…sometimes there are challenges with politics about who has access to what environments and systems and it’s easier to keep things the way they are instead of trying to blend and merge the skills and responsibilities on the team.
|
261 |
 |
…the concept of blending roles leads to much more flexible team processes and behaviors.
|
261 |
 |
Unique skill sets are silos on a team.
|
294 |
