Food for Agile Thought’s issue #114—shared with 12,308 peers—focuses on team building and rockstar engineers, or better: the lack of them. We also come back to psychological safety and wonder whether the term is overused or abused?
Steve Denning explains why SAFe == pre-Copernican command and control thinking, and we learn what misconception lets software product spiral out of control.
Lastly, Kate Bennet shares the results of her survey on product prioritization methods.
Have a great week!
Tip of the Week: Rockstar Engineers
Free Code Camp): We fired our top talent. Best decision we ever made.(via
Jonathan Solórzano-Hamilton tells the tale how firing the genius rockstar engineer liberated the whole organization.
Agile & Scrum
TED Talks): Forget the pecking order at work(via
Margaret Heffernan dissects ‘the super chicken model,’ where organizations place value on star employees who outperform others.
Medium): The (Psychological) Safety Dance(via
John Cutler asks: Why are we obsessed with psychological safety?
Forbes): What Is Agile? The Four Essential Elements(via
Steve Denning explains why SAFe, and other ‘agile scaling frameworks’ represent outdated command & control thinking.
Raisin Is Looking for an Agile Coach (m/f) in Berlin
Raisin’s goal is to become the leading one-stop shop for simple savings and investment products across Europe within the next few years.
We are developing our company according to the Scaled Agile Framework and are therefore looking for an Agile Coach (m/f) who brings are agile processes to the next level.
Find more information about the position and send us your application here.
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Product & Lean
Medium): Why software projects spiral out of control(via
Kannan Chandrasegaran points at a core misunderstanding that dooms many products from the start.
Mind The Product): Product Prioritization by the Numbers(via
Kate Bennet surveyed 50 product managers on how they prioritize features.
Brainmates): 5 Lessons from Growing 5 to 40 Product Managers in Just 4 Years(via
Maxime Prades looks back at his time at Zendesk where he took the product organization from five to 40 people in seven locations.
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