Book Titles

…the ability to keep the knowledge for a given product or service owned persistently by the same team can only help an organization looking to evolve into a more product-centric orientation.

When companies fund teams, there are many benefits and longer lasting impacts, including a much greater chance of success at being agile.

Most [organizations] struggle with the full end-to-end value stream and fail to include the skills of research and product discovery as well as the testing, DevOps, deployment, and support skills on the team.

[Building fully cross-functional teams] is not trivial and often requires a fundamentally new approach at how to organize, distribute, and cross-train skills throughout the organization.

The people who are the most intimate with the information should be able to make better decisions about the products they build and support.

Collaboration isn’t just something a team should do during their agile events. It’s a default way of working.

…the concept of an agile team’s independence is largely a reflection of the environment and support of the leadership surrounding the team.

The mere presence of a manager asking questions about what the team is doing can have severe consequences beyond any obvious reactions.

Psychological safety is a delicate and extremely important aspect of how a team works.

…your role as a leader and manager working with an agile team is to be supportive of the process and create the environment that enables their success.