How to Identify an Agile Organization as a Suitable Employer or Client (Part 1)

TL;DR: How to Identify an Agile Organization

How to identify an agile organization is — given the market-entry of the late majority to agile development practices – nowadays more important than ever: No matter how large the pay cheque, life is just too short to spend it on unfulfilling projects!

I can support your quest as an agile practitioner for the next suitable employer or client with this article, covering the three different phases of gathering information on the agile maturity level of an organization.

How to Identify an Agile Organization as a Suitable Employer or Client (Part 1) – By Hands-on Agile
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Food For Thought #84: Half-Arsed Agile, Hollary and Scrump, SM or Coach, Crappy PM Jobs

Age of Product’s Food for Thought of March 26th, 2017—shared with 7,083 peers—provides you with proven techniques to avoid “half-arsed” agile, draws the line between Scrum Master and Agile Coach, and invites you to listen to Hollary and Scrump. Yub, make Scrum great again.

On the product side, Melissa Perri helps you to identify crappy product management jobs in advance, and Marty Cagan gives away his favorite PM interview question. Also, Ideo shares six insights that help you crack innovation.

Lastly: We enjoy a two-hour long podcast on self-organization, empowerment, and entrepreneurship with Ricardo Semler & Mr. Ferriss. (Perfect for the gym, accounting, or cooking. I tried all three of those.)

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Food For Thought #83: Agile Coach or Scrum Master, Scrum Master Hacks, PM v. PO, Radical Candor

Age of Product’s Food for Thought of March 19th, 2017—shared with 6,872 peers—answers the question whether you’re a Scrum Master, Agile Coach, or both. We like Mike Cohn’s free user story training class to avoid user story smells. And if you have no clue how to pull off a sticky without making it curl, we can help with that, too.

On the product side, Des Traynor of Intercom provides hands-on advice where to allocate blood, sweat, and tears. And, by the way, you’re not the CEO of the product. Sorry. But probably you’re a Product Owner and not a product manager. Roman Pichler provides some insight on this discussion.

Lastly: How radical candor builds kick-ass teams, and what superstars and rock stars have got to do with it.

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Food For Thought #82: Agile Frameworks, Culture Change Failures, Ruthless Prioritization, Growth Religion

Age of Product’s Food for Thought of March 12th, 2017—shared with 6,758 peers—dips into agile frameworks, and organizational aspects of culture, and how the first usually fail to change the latter. We also learn how to make working in distributed teams suck less.

On the product side, we dive deep into how to apply Simon Sinek’s Golden Circle to chart a new idea or venture, we learn why rigorous, and ruthless prioritization is king, and that embracing bad product ideas can lead to insights that allow creating something people love.

Lastly: David Heinemeier Hansson of Basecamp reflects on Silicon Valley’s religion of growth at all costs.

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Anonymous Poll for the Upcoming Free ‘Scrum Master Salary Report 2017’

TL;DR: Anonymous Poll ‘Scrum Master Salary Report 2017’

The purpose of this anonymous poll is to create a clear, data-backed benchmark that allows everyone in the agile community to get an understanding whether her or his compensation is adequate.

Hands-on Agile: Scrum Master Salary Report 2017 – Participate Now

The report will cover Scrum Master as well as Agile Coaches, both employed and freelancing.

To generate an acceptable first report, we will need at least 400 answers. A larger sample would allow providing more detailed insights, though.

Update 2017-3-25: We already have 327 of 400 replies.

Participate in the ‘Scrum Master Salary Report 2017’ survey now…

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Food For Thought #81: Agile Middle Management, No CEO, Mental Models, Innovator’s Dilemma

Age of Product’s Food for Thought of March 5th, 2017—shared with 6,621 peers—focuses on the subtlety of transitioning organizations to agile ways of working. Jurgen Appelo believes in shapeshifter like flexibility, we unbundle our usual nemesis, the “agile” middle management, and we borrow some insights from Crisp’s decision to go without a CEO.

On the product side, we dive deep into handling the “we know what build syndrome,” and recall the learnings from the innovator’s dilemma and minimum viable product concepts. And we learn to stop fooling ourselves by acknowledging that we are caught in mental models.

Lastly: Behavioral economist Dan Ariely explains why we so often sabotage ourselves – despite knowing better.

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