Recap In the last post we saw how implementing a strict, rigorous definition of "Done" is a driver for change. Putting a lens over quality encourages team members to scrutinize their way-of-working -- perhaps one that is quite chaotic or reactive -- and to build structure and stability into it.
Recap In the last post we saw how implementing a strict, rigorous definition of "Done" is a driver for change.
Putting a lens over quality encourages team members to scrutinize their way-of-working -- perhaps one that is quite chaotic or reactive -- and to build structure and stability into it.
By critically evaluating team operations, we've been able to focus on continuous quality improvement, such as by resolving workflow bottlenecks.
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Recap In the last post we saw how implementing a strict, rigorous definition of "Done" is a driver for change. Putting a lens over quality encourages team members to scrutinize their way-of-working -- perhaps one that is quite chaotic or reactive -- and to build structure and stability into it. By critically evaluating team operations, we've been able to focus on continuous quality improvement, such as by resolving workflow bottlenecks.
A key discovery was that team members do not need to be cross-trained in every skill. for that matter -- contribute to the actual flow of value in the organization. Beyond immediate clarity on the business purpose of the work, however, there's something deeper at play: the team needs a clear, shared objective to truly com...
These skills can really help a technical team to collaborate better. Yet what about the strategic business context?
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