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Empower Agile Teams: Leadership Strategies That Inspire People, Not Micromanage

Social, Agile and Transformation

Many agile and scrum teams want to be left alone so that they can do their work. The last thing they want is leaders looking over their shoulders and overseeing their to-do lists, even when they struggle to complete their sprint commitments.

Agile 157
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What is a Scrum master? A key role for project success

CIO Business Intelligence

Scrum is a powerful framework for implementing agile processes in software development and other projects. This highly adopted framework utilizes short iterations of work, called sprints, and daily meetings, called scrums, to tackle discrete portions of a project in succession until the project is complete. Others do not.

SCRUM 106
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Agile Marketing Based on Analytical Data Insights: Improving Scrum Tactics in Brand Outreach

Eric D. Brown

Agile management and scrum-style techniques have long been accepted in fields of technology development, but have been increasingly adopted outside the tech industry over the years. It’s enough to drive any marketer to reassess their workflow, which is undoubtedly why agile techniques are coming into the field.

SCRUM 124
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7 tell-tale signs of fake agile

CIO Business Intelligence

The same is not true, sadly, for many agile project management and development initiatives. Too often, an organization may launch something that looks like an agile program, calls itself an agile program, claims to operate like an agile program, yet really isn’t an agile program in the least.

Agile 111
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5 signs your agile practices will lead to digital disaster

CIO Business Intelligence

Many IT teams use agile methodologies to iteratively deliver feature-rich releases, improve capabilities, address technical debt, and experiment with emerging technologies. I recently moderated Adaptavist’s “Agile Back to Basics” roundtable, which included three authors of the Agile Manifesto.

Agile 121
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Streamlining IT for agility

CIO Business Intelligence

Here, agility is essential, and smart IT leaders are doubling down on efforts to streamline IT, whether that involves reprioritizing projects and realigning the IT portfolio, rationalizing applications and pursuing cloud-native approaches, increasing automation through DevOps or AIOps adoption, or overhauling the structure of IT operations.

Agile 134
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Digital pragmatism at Volvo means more control and less agile

CIO Business Intelligence

Now it’s largely standard systems going in and, unlike before, the strategy is to adapt them as little as possible. Paring down agile Another change the digital organization has gone through recently is to start backing away from a pure agile approach. But even with great advantages came disadvantages.

Agile 123