It’s not easy to explain Agile principles and techniques, really. It has to be experienced. And that is happening during RainFellows workshop in very interactive and interesting way. RainFellows are positive, full of energy and the most importantly – they deeply understand the topic. They are professionals. Thanks!
It’s happening every single day and you still feel like there’s room for improvement. We’re talking about the Daily Standup, one of the most crucial Scrum ceremonies. We have prepared our best practices for you, which […]
In recent years, I’ve noticed a conflicting perception of the role of Scrum Master (SM) or Agile Coach (AC, for simplicity, I won’t differentiate between these roles further in this article) in companies and the agile community. On the one hand, it says that it is a necessary role for operating in an agile/lean way, for pushing change and directing the company culture. On the other hand, there are business ungraspability of the role, the difficulty of defining its meaning, benefits, goals and their measurability, and the related fact that it is one of the first roles to go when “saving” is needed. I understand both sides and in this article I will try to offer a view on how to grasp this role so that the benefits stand out and at the same time it makes sense from a business perspective.
When done right, 1on1s help people improve, build trust, solve problems and help maintain a good company culture. Basically, it’s the ultimate package that every leader needs to have in their toolbox. The million-dollar question, however, is how to do it right.
