If you work in an agile environment, and are now working remotely due to the lockdown, it can be a little daunting, and perhaps a bit bewildering as to how you can possibly keep things agile when you can’t physically get together with your team, and keep things moving across your physical board.
Agile. Scrum. Sprints. Retro’s. Time-boxes… When I first joined Nimble all I could see were question marks when phrases like these were thrown around
What a year! 2019. Wow! It will calm down one of these days, maybe when I retire 🤣
The other day, Dan Roberts and I went out to meet two of our ‘Nimblers’ for lunch. Not to deliver bad news, not to talk money or contract extensions, but just to see how they were, and how they were enjoying their job. This got me to thinking. Mostly about mental health and wellbeing. How many companies or organisations do you know who would completely forego that side of employing a person?
We’re delighted to announce a significant highlight of our action packed summer - launching our third Nimble community in the thriving city of Manchester.
Hello there! I’m Vic and I’ve joined the Nimble community this week as Operations Specialist. I’m 5”6 (if we’re being generous), my hair colour is ‘tinge of the ginge’, and I enjoy outdoor adventures and musicals…oh and managing all things operations and marketing!
Ironically, I was agonising over that very question whilst drafting another blog when it hit me, the above question is the blog!
The other day I was sat on the tram as usual deep in thought about what makes great Scrum teams. I cast my mind back to previous places I have worked, where I work now and what I liked about various places and the people within them. It may seem pretty obvious, but when I thought about it, it wasn’t actually the way places adopted Scrum like a boss, or how they smashed through the sprints with high quality software and excellent communication and collaboration.
This is the first in a series on agile incentives. In it I will take a number of key roles within an organisation, outline the high-level incentives that person has, and then discuss how the adoption of agile aligns with those incentives. I'm going to start right at the 'top' of the organisation: the Chief Executive Officer (CEO).