Welcome to Ulfberth Swords. A space for agile ideas.
Ideas can be swords. From a functional view, they can be a tool to defend us from danger. And from a symbolic view, they can empower us, protect us, and give us strength, courage & authority. That’s why this blog is called ulfberth swords (besides the fact that ulfberth swords were viking’s favorites! ).
The blog would be focused on agile ideas that empower, strengthen, protect and grow the leadership of teams, organizations, and communities seeking to adapt to today’s disrupting digital world.
Enjoy. Learn. Engage. And make an agile change with them.
The recent Agile Virtual Summit left a lot of question on our minds. Some of those questions are: What is personal agility? What values could represent that agility? What principles could be associated to personal agility? What could be a framework to make personal agility actionable? Here, some of the ideas we started to overview
Do you keep seeing your team needs to improve the same thing sprint after sprint? Is your team leaving the retrospectives learnings in a document somewhere? Has your retrospective turned more into an event that people go to rather than space to explore how to truly improve? Are your teams not integrating into their sprint
In agile organizations excess of meetings are not a common pattern. SCRUM tends to reduce the number of meetings for the development of solutions by creating key events that allow teams to collaborate in a structure, transparent, and result driven approach. Nevertheless, sometimes subjects are not exhausted in those events and additional team meetings are
In a previous publication it was pointed out that many organizations today have underperforming organizational capital . Mainly because of ineffective managers, shortfalls in alignment, and working cultures with a “defacto” transactional orientation. Even worst, we showed, that today’s human talent within organizations tends to be disengaged. Some statistics by Gallup´s Re-Engineering Performance Management (2017) research evidenced our claim. Only fifty
Between February 11th and 13th of 2001, the Agile Software Development Manifesto emerged. From the begining, it defied corporate bureaucrats happy to push processes for the sake of processes instead of trying to do the best for the customer. A timely, tangible, and as promised delivery for the customer became one of the focus of
Agility is a challenge faced by today’s most ambitious organizations. A key element supporting teams and organizational agility, is coaching. Leaders and managers must be able to coach their executives or associates. But, what is coaching exactly? Here some brief takeaways from my experiences as SCRUM Master. Definitions of Coaching Some definitions of coaching are: