To
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The Product Managers helped set the high-level strategy, and us engineers picked up the work
to
be done, and ran with it.
We were empowered enough
to
chip away parts of Scrum that got in our way.
Big Tech is able
to
attract, afford and hire these people.
Leveraging competent teams comes through giving them freedom
to
choose how
to
operate.
This is not
to
say these organizations don’t have challenges with productivity, but most of these challenges are not ones that a heavyweight process would solve.
Platform teams is an approach that helps, but there is a lot more
to
unpack here.
All of Big Tech moves fast and responds
to
new opportunities quickly.
How can the team structure reflect these changes, while minimizing disruption
to
team cohesion?
For teams that are expected
to
innovate, how do you create slack time
to
make this happen?
The more engineers a company has, the more overhead it takes
to
communicate, or make decisions impacting most engineers.
What are the processes and structure choices that allow teams
to
stay nimble and move fast, regardless of organizational size?
How can the whole organization improve its throughput, while engineers also stay happy, and improvements stick around long enough
to
compound?
The phrase ‘durable excellence’ is from the article Staying on the path
to
high performing teams by Will Larson.
There are many contexts in which switching
to
Scrum makes perfect sense and will result in better productivity.
Stakeholders are educated
to
understand that an ongoing sprint cannot be interrupted and that new feature requests need
to
be groomed.
Teams with conflicting priorities get
to
execute with fewer interruptions, thanks
to
the sprint structure giving space for the team
to
ignore these interruptions.
Scrum helps rein in the stakeholders and educates them on software development processes, while giving the engineering team breathing room
to
execute.
They are also common in early-stage startups, where there is one engineering team
to
build everything.
In all cases, moving over
to
a process that gives the team space
to
breathe, like Scrum, makes perfect sense.
However, as teams are autonomous and empowered, more often than not they instead update their team charter, so team members can immediately say no
to
work the team does not own.
When a new team is assembled, that team needs
to
decide how it will work.
Reaching for an off-the-shelf approach like Scrum is almost always a better choice
to
start with, than group members who are unfamiliar with each other coming up with custom processes – or none at all.
Going with a well-documented approach like Scrum can also be useful if team members have conflicting, non-compatible opinions on “the right way
to
work.”
This allows teams
to
reflect on their ways of working.
Over time, teams with autonomy
to
change their working style usually end up dropping heavyweight Scrum rules they don’t need and develop a custom working style.
3. Speeding up shipping
to
once every few weeks, from a cadence less frequent than this.
Scrum, together with weeks-long sprints can help teams move
to
more frequent shipping, so long as this frequency is not above the sprint length.
Speeding up shipping was one of the major reasons Skype moved
to
Scrum in 2012.
Note that the teams that ended up shipping more frequently than this were ones which decided
to
drop Scrum, as the process makes little sense with short sprint lengths.
Scrum and JIRA tend
to
go hand-in-hand, and there is no better tool for org-level reporting than JIRA.
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