Getting

Agile

FourStrategiesToBringOut

TheBestinYourDistributedTeam

Introduction

Theideaof“goingtowork”haschangedsignificantlyoverthe

past18+months.Goneisthebeliefthatemployeesandmanagers

mustbeinthesamephysicalspaceeachdaytobeproductive.

Now,withtherighttools,teamscandeliverexceptionalresults

whileworkingremotely.

Allofthesechangespresentuswithanewchallenge:howdowe

workinwaysthatbenefitboththeemployeeandtheorganization?

Withthiskindofempoweredapproachtowork,everyonecan

easilyfocusonthework,collaboratingeasilyeveniftheirteamis

fullydistributed(orworksinahybridsystem).Fortheseorganiza-

tions,changeisn’tsomethingtobefeared—it’sthesecrettotheir

success.

Buttobringaboutthisneweraofwork,we’llneedtofindanew

waytothinkabouthowwedowhatwedo—andtheresourceswe

usetodoit.

That’swhytheteamat

Mural

partneredwith

ScrumInc.

,theglobal

authorityonthemostwidelyusedAgileframework,and

Ministryof

Supply

,ahigh-techwork-leisurebrand,tocreatethistrainingman-

ual.Ourobjectiveistohelpyou,yourteam,andyourorganization

findapathtosuccessinthisnewworldofwork.

1

01:

Gainingperspective:

processandculture

arning

from2020

03:

Addressingtheissues:

collaboration,connection,

intentionality,andsustainability

04:

Makingitwork

foryourcontext

2

01

Gaining

perspective:

process

andculture

3

01:Gainingperspective:processandculture

Processandculture—it’stimeforareboot.

Ourtake:It’stimeforanewperspective;

closeyoureyes,takeadeepbreath,

andgetreadytoembracenewsolutions.

Everyorganizationshouldseethismomentforwhatitis:atremendousopportunityforaculturereboot.Leadersandemployeesalikehavethechancetothinkintentionallyaboutthefutureofworkandtocreate

orevolveacorporateculturethatserveseveryoneequally.

Thepandemicforcedsomanyofusto

workfullyremotefornearlytwoyears.Itwasn’teasyforanyone,buttheabrupt

andforcedchangesthatteamsnavigatedintroducednewideasabouthow—andwhere—workhappens.Itraisedprovoc-ativequestionsaboutwhatittakesfor

teamstodotheirbestwork.

Agileisaphilosophythathelpsteams

deliverhigh-valuefeaturestotheircus-

tomerswithoutwaitingforafulllaunch.It

startedasareactionagainstthetraditional

waterfallmethodologyofdeliveringsoft-

ware,whichfavorslongreleasecyclesover

incrementaliterations.

Ratherthanwaitingmonthsoryearsto

deliverafullsuiteofsoftwareproducts,

forexample,anAgileteamdeliverswork

insmallerchunks.Thisenablesteamsto

collaboratecloselywiththeircustomers,

developaproductplanandstrategyinreal

time,andmakeadjustmentsasneeded.

Agileisaphilosophythathelps

teamsdeliverhigh-valuefeaturestotheircustomerswithoutwaitingforafulllaunch.

4

Noteverychangewaspositive.Forexam-

ple,nonexistentcommutesmeantlonger

workingdaysformanyandanincrease

inburnoutforsome.Still,itrevealedmore

waspossiblethananyoneimagined,even

whenteamscouldn’tworktogetherinthe

sameplaceformonthsonend.

Morethananything,itgaveeveryonean

opportunitytoexamineandrecommit

tothetruepurposeofan“office,”aplace

supportingcollaboration,communication,

andasenseofbelonging.

01:Gainingperspective:processandculture

Whethertheendpointforyourorganizationlookslikeco-location,fullyremote,hybrid,orsomecompletelynewthing,embracing

willstartyouonthetrack

WhyAgile?

Thefourvaluesand12principlesatthe

heartofAgilewereoriginallycreatedby

andforsoftwareengineers.Overthepast20years,though,Agilehassuccessfully

spreadtojustabouteveryindustryand

function,thanksinlargeparttothe

Scrum

Guide

,whichenablesteamsandorganiza-tionstooperationalizeAgileconcepts.

That’swhereScrum,themostwidelyusedAgileframework,comesin.

Ifyou’renewtoScrum(orwantarefresher)

thisshortvideo

willhelpgetyoustarted.

Scrumisalightweightframeworkthataccelerates

productivityandinnovation

,

improvescommunication

,removes

thethingsthatslowworkdown(

known

asimpediments

),andforces

clear

prioritization

.

Perhapsmostimportantly,Scrumempow-ersteamstodecideexactlyhowtheydotheworktoachievethe

Sprintgoaland

Productgoal

(moreontheselater).Thisalonecangreatlyimproveanorganiza-tion’sculturefromthegroundup.

WithScrum,teamscanconquerthe

biggestchallengesraisedbytheneweraofwork:collaboration,intentionality,andsustainability.

5

02

Learning

from2020

6

02:Learningfrom2020

Capturelessonsfrom2020.

Ourtake:Lookbacktotheearlydaysofthe

pandemicforkeyinsightsonremotework.

While2020isnow(thankfully)behind

us,thelessonsteamsandorganizations

learnedduringthepandemicremainfrontandcenter.Itiscrucialthatleaderscaptureinsightsfromtheseexperiencesbefore

theyarelostintherushtoreturntosomenewnormal.

Nowisthetimeto

sitdownwithteams

andindividualsandlisten

towhatthey

havetosay.

Startbyaskingwhatworkedandwhat

didn’tworkaboutremotework.Beready

forsometoughconversationswithteams

andindividualteammembers.Butdon’t

Whatdidand

7

didn’twork

remote

scrumincMinistryofsupply°

02:Learningfrom2020

shyawayfromaskingthehardquestions.Askthemdirectlyabouttheprosandconsofworkingfromhomevs.beinginthe

office.

Listenactively.Takenotes.Askthemwhatthey’dliketoseemovingforward.

Onceyouhavethisfeedback,youcan

makeinformeddecisionsaboutwhat

workplacemodelworksforyourorganiza-tion.Itdoesn’tmatterwhetheryoudecidetokeepyourteamsfullyremoteoradopt

ahybridapproach,allthatmattersisthatyoudecide—keepingyourteamsinlimbowillonlyleadtospeculation,anxiety,andfrustration.

Knowthatwhateveryouchoosetodo,theScrumframeworkcanhelpyourteamsandorganizationnavigatethroughthetransi-tionandbeyond.Let’sdigintothebiggestchallengesdistributedteamsfaceandlookathowScrumcanprovidesolutions.

8

connection,

andsustainability

intentionality,

collaboration,

03

theissues:

Addressing

9

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Strategiesforcollaboration,connection,

intentionality,andsustainability.

Ourtake:Assemblingateamisjust

thefirststep—ittakesanintentional

collaborationstrategytoreallybring

memberstogether.

Issue1:Collaboration

Effectivecollaboration

isascloseasitgetstoauniversalcharacteristicofasuccessfulteam.Accomplishingsomethingtogetherthatcouldnotbeachievedbyanindividualisthewholepoint.

Beforethepandemic,co-locationwasseenas

thebestway

tocreateanenvironmentwhereeffectivecollaborationflourished.

Theneverythingchanged.Ithadto.

Thesedays,itseemsthatsharedwork-

space—morethanworkplace—isthe

definingcharacteristicthatsupportseffec-

tivecollaboration,especiallywhenitcomes

todistributedorhybridteams.However,

emphasizingtheworkspaceoverthework-

placedoescomewithchallenges.

“Oftenwhenpeopletalkabout

greatteams,theyonlytalk

aboutthattranscendentsense

ofpurpose.Justascritical,but

perhapslesscelebrated,isthe

freedomtodoyourjobinthewaythatyouthinkbest—tohave

autonomy.”

Dr.JeffSutherland,co-creatorofScrum,founderofScrumInc.,AgileManifestosignatory

10

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

SOLUTION:

Embraceadigital-first

infrastructure

Highlyproductivedistributedandhybridteamsrelyonaninfrastructurethatis

accessiblefromanylocation.Developingthesesystemsisrelativelyeasywhenyouembracea

digital-firstmentality

.

DigitalcommonspacesandplatformslikeSlack,Mural,Jira,MicrosoftTeams,and

Zoomhaverevolutionizedworkbyallowingreal-timeandasynchronouscollaborationtoefficientlytakeplace.

Brainstormingsessions

and

Scrum

events

thatoncetookplaceonphysicalwhiteboardsarenowbeingheldinvirtualworkspaces(you’llevenfindsomenewandhelpfulMuraltemplatesforthese

sessionsbelow).

Whenyoucommittodigital-first,you’recommittingtoaphilosophythatshifts

fromthinkingoftheworkplaceasaphys-icalspacetothinkingoftheworkplaceasdigitallydefined.Readonforsomeofthewaysyoucanembracethisnewwayofthinkinginyourteam.

CreateorupdateyourteamworkingagreementcanvasEverconsiderthedifferencebetweena

teamandaworkgroup?Workgroupsarefocusedonindividualcontributions.Teamsarefocusedonsharedgoals,collaboration,andcohesion.

Gettingtothatstate

canbecontentious

andtakestime.Thisiswhyyourteamsshouldbelaunched(orrelaunched)usingour

TeamWorkingAgreementCanvas

template

.

Teamworkingagreementsaccelerate

cohesionandcollectivelysetthebehav-ioralnorms,expectations,commitments,andsharedpurposethatleadtohigh

performance.

Whetheryourteamisnewlyformedorhasbeenworkingtogetherforawhile,maketimetoco-designagreementsusingthesteps

inthistemplate

:

?Comeupwithateamname,motto,andmission

?Assignrolesandresponsibilities

?ChoosemetricsandKPIs

?Discussstrengthsandskillsaswellasgapsandgrowthopportunitiesforyourteam

?Co-createvaluesandnormsasateam

?Lookaheadtoeventsandkeydates

Prioritizeswarming

Effectivecollaborationrarelyjusthappens,regardlessofwhethertheteamishybrid,co-located,ordistributed.Ithastobe

prioritizedtomakeitateamnorm.

Asit’sknowntomanypractitionersof

Scrum,

swarming

isasimplebutoften

overlookedwaytoimmediatelyboosttheperformanceofanyteam.Anditissosim-pletoimplementthateventeamsnewtoScrumcanbeginusingitrightaway.

Swarmingoccurswhenasmanyteam

membersaspossibleworksimultaneouslyonthesameprioritizedpieceofwork

exclusivelyuntilthey’vefinished.

Theexactnatureofwhatthisentailsis

dependentontheworkbeingdone.But

thegoalremainsthesame.Oncethat

prioritizedpieceofworkiscompleted,theteamthenswarmsonthenextitemuntilittooiscompleted.Andsoon.Giveitatry.

Establishingtheseteamworking

agreementswillhelpyouleadyourteam

regardlessofwherethey’reworkingfrom.

Goingthroughthisexerciseisagreatway

tomakesurethedeliberatechangesyou

maketoyourworkplace/workspaceculture

arebakedintohowyourteamworks

together.

11

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Issue2:Connection

Connectioncanbechallengingforany

team(andis

keytohigh-impactcollabo

-

ration

).Throwinadistributedworkforce

spreadacrosstimezonesandculturesandyoucouldbefacingsomeseriousobsta-clestosuccess.

Ifsometeammembersareworking

togetherintheofficewhileothersare

connectingdigitally,theteamcouldendup

idichotomy.Connec-

Compoundingthisiswhat’sknownas

proximitybias

—themisguidedperceptionthatthoseworkingincloseproximityto

you(orleadership)aremorereliableand

betteratwhattheydo.Leftunchecked,this

biascanleavedistributedorhybridteam

membersfeelingdisconnected,unmoti-

vated,orworse.

Now,theconnectionchallengewon’t

magicallydisappearbecauseofthe

post-pandemicculturereboot.No,leaders

andteamswillhavetodevelopstrategies

tohelptheirteamsconnect.Fortunately,

digitalworkspacesbuiltforcollaboration

(likeMural)andframeworks(likeScrum)

haveneverbeenmoreavailableandeasy

toadopt.

Let’slookathowdigitalcanhelpyourteam

evolveandconnectbetterthaneverbefore.

“Remember:it’snotthe

documentationthatneeds

tobekeptinsync,butthepeople.”

GeorgeDinwiddie,OwnerofiDIAComputing,

SoftwareDevelopmentCoachandConsultant

12

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

SOLUTION

TheScrumframeworkatwork

AfeatureoftheScrumframeworkisthelightweightstructureit

providesteams.Theframeworkcreatesregularity,arhythm,or

cadencethatgivesjustenoughstructuretoboostconnection,

productivity,andinnovationwithoutboggingindividualsdownin

never-endingmeetings.Withthisstructure,it’sveryclearwhat

thepurposeofeachmeetingisandwhereaScrumteamisinthe

process—bothextremelyhelpfulfordistributedteams.

Let’swalkthroughthefiveScrumeventsandtheimpactthey

have,andhowtheyareevenmorepowerfulinadistributedsitu-

ation.You’llalsofindMuraltemplatesformanyoftheseeventsto

helpaccelerateyourteam.

Sprint

1-4Weeks

Sprintreview

Backlog

refinement

Inputfrom

end-users,

Kaizen-

Sprintretrospective

Sprint

backlog

Dailyscrum

customers,

teamandother

stakeholders

Product

owner

BacklogSprintCustomer-readyIncremental

productincrementrelease

13

planning

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Sprint

Planning

DailyScrum

ThefirsteventintheScrumframeworkgives

shapeandstructuretothecomingweekor

two.Itsetsacleargoal.TheTeamcommitstoabodyofworktheythinktheycancompleteandprovidesastrong

‘DefinitionofDone’

thatgivestheTeamspecificandactionablethingsthey

needtoaccomplishtosuccessfullyfinishthe

SprintandmeettheSprintGoal.SprintPlanninghelpsdistributedteamsensurethattheyare

inagreementandalignmentonthe“whyandwhat”oftheworktobedone.

YoucanfindaMural

SprintPlanningtemplate

here

.

Aclear

SprintBacklog

comingoutofSprint

PlanninggiveseverymemberoftheTeama

sharedunderstandingofwhatneedstobe

accomplished.Thisfocusiscriticallyimportant,especiallyinatimeofdisruption.Otherwise,itisfartooeasyforaTeamtosplinter.AclearSprintGoalandSprintBackloggivesthemthatfocus.

Limitedtojustfifteenminuteseachday,thisisacriticaltouchpointforteammembersworkingfarfromeachother.TheDailyScrumiswhereScrumteamsgiveclarityonwherethework

standsandidentifyanysurfaceimpediments.

Itisalsoadailychancetoreplanbasedonthelatestfeedback,information,impediments,oremergentchanges.ReplanningattheDaily

Scrumisalwaysimportant.ItgivestheScrumTeamtheabilitytoquicklypivotasneeded.Andthatisinvaluableinsituationswhereunpredict-abilitycanbethenorm.

ThereisanotherbenefitoftheDailyScrum,onethatisoftenoverlooked:Itgivespeopleareliabletouchpointofconnection.

YoucanfindaMural

DailyScrumtemplatehere

.

TheSprint

SprintReview

Sprint

Retrospective

Aswestatedabove,theSprintisthesum,itisthecycle,therhythmofwork.TheconsistencyanddependabilityofaSprint,overandover,

giveusapredictableandknowableschedule.Itremovesuncertainty.Itprovidesstructure.Thatisespeciallyvaluableindistributedorhybrid

situations.

ThisiswherestakeholdersandcustomersgivefeedbackonwhattheScrumTeamhasaccom-plishedeachSprint.Thesefeedbackloopscanstillexistwithdistributedteams.Andfeedbackisalwayskey.

Forateamworkingvirtually,thistouchpointremindsthemthatthereisaworldoutsideoftheirTeam.Thattheyaredeliveringvalueandpleasingcustomers.Thattheirworkhasmeaning.

YoucanfindaMural

SprintReviewtemplate

here

.

Hereisourchancetogetbetterbyidentifyingwhatworked,whatdidn’t,andwhatwecandobetter.Nomatterwhat,theprocessneedsto

beexamined,iteratedon,andimproved.Whenthingsworkwell,theyshouldbecelebratedandreplicatedwhereverpossible.

TheSprintRetrospectiveprovidesteamswith

apredictableandsafespacetobeheardin

regardstohowhappyandengagedtheyareinrelationtotheirrole,theteam,andthecompany.TheultimatepurposeoftheSprintRetrospec-tiveisfortheteamtohaveachancetoidentifyandimplementaprocessimprovementthat

willleadthemtobehappierinhowtheydotheirwork,allowingthemtoachievemore.

14

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Keepitdigital

ttOsupPhreeieosolInaacsewpncnomsleaaeritaodsxnhydnn,ceonafidsglyoiuunntitrtrsdagorateiarveslxde(cetphaaikhglmraymmoiwirntoigeanpkborrleliieadrenmkEgmig,cg,ncpioaniccatoinnsnaaonrndctlnsuaesfrvhfroehcnaaaartmtigcsfmretiiieenndlltisitfkgnth,aoehStyetirecnoepimMrmfrulsoaueua’plrmnnttlrmarotinsoiinleiranntete-og,

)

events

.

Keepitequal

Astouchedonearlier,connectionchal-lengescanleavesometeammembersfeelingoutoftheloop.Thisisabout

morethanabadWi-Ficonnectionormicrophone.

Insteadofplacingtheburdenonindividu-alstofigureouthowtoinsertthemselvesintoaconversation,makeitateamnormthateveryoneisresponsibleformakingsureallfeelequallywelcomeandabletocontribute.

Onewaytoensureeveryoneisonequal

footingistogiveeveryoneaseatatthe

table(indigitalterms).Ifonepersonneedstocallin,haveeveryonecallin,evenif

someteammembersareintheofficeandcouldmeetinperson.Thishelpstoavoidproximitybias—the

“hereorthere”

dichot-omywementionedearlier—andhelps

keepthingsequal.

Hostvirtualsocialevents

Finally,whileit’simportantforteamstofeelconnectedwhileworkingtogether,it’salsoimportanttoencourageteammemberstoconnectoutsideofwork.

Thisisreportedly

theoneaspectofourpre-pandemicwork

livesthatworkersmissthemost.

Teams

misstheclassicwatercoolerorcoffeebreakconversations,hallwaychats,andcelebratingwiththeirco-workers.

Distributedteamsneedtofindtimeto

buildthecamaraderiethatcamesonatu-rallypre-pandemic.

Hostingvirtualsocialeventseitherasyn-chronouslyorinreal-time(e.g.,happy

hours,onlinegames,ormeetingstotalkaboutsomethingotherthanwork)goesalongwaytowardhelpingteamsfeelmoreconnected.Createa

virtualwatercoolerin

Mural

tobuildspontaneous,light-heartedconnections.Makesureyousurface

thesewatercooleractivitiesinSlackorthepreferreddigitaltoolyourteamusesto

communicateonadailybasis.

Wanttotakethingstothenextlevel?

Host

anentirevirtualevent

tobringeveryone

togetherdigitallyforacommon,funexperience.

15

Inanintentionallydesignedworkplacecul-ture,processesandtoolsempowerteamstogetworkdone.Sowhatdoesthismeaninpractice?Fordistributedteams,this

meansthattheprocessesandtoolsallowteamstoconnectinasustainableway.

Theygiveteammemberstheabilitytobeasproductiveathomeorfromtheroadastheywereinatraditionalworkplaceliketheoffice.

Whenleadersensurethattheirteamshavetherightprocessesandresources,employ-eesfeelconfidenttheycanaccomplish

everything,regardlessofhowchallengingorcomplex.

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Issue3:Intentionality

Anotherchallengethatarisesforteamsisthattheycangettunnelvisionaroundtheirgoalsandstrategies.Thiscanleadtoasituationwherethere’slessofateamenvironmentthanagroupofindividualsworkingadjacenttooneanother.Unlessteamsareregularlytakingstockofwheretheyareinrelationtotheorganization’spurpose,vision,andvalues,theycanfindthemselvesgoingthroughthemotionsandeasilyfallintoarut.

Toavoidthischallenge,teamsneedtogetintentional.

SOLUTION:

Buildyourculturewiththenewmodelinmind

Aculturalreboottakesmorethansimplytakingatraditionalteamenvironmentandtranslatingitforadigitalspace.Instead,youmustintentionallybuildsystemsandprocessesaroundthenewrealityofwork.

Anintentionalworkplaceculturehaspro-cessesthat:

?EnableindividualsandinteractionsFocus,alignment,andcollaboration

don’tjusthappenontheirown.They

requireinformation,communication,andunderstandingofwhatworkneedstobedoneandwhy.

?

Createa‘MinimumViableBureau-

cracy’

Providejustenoughguardrailstocarryoutthefunction(s)requiredwith-outimpedingcreativityandthedeliveryofvaluetocustomers.

?WorkaswellremotelyasintheofficeAsobviousasthispointis,itisstilla

problemformanydistributedteams.

Anintentionalworkplaceculturehasresourcesthat:

?Maketheteam’sworkvisibletoeachotherTherearemanydigitalbacklog

toolstohelphighlightwhatworkneedstobedoneandhowfaryou’vepro-

gressed.Findonethatfitsyourwork-

flow,notonethatrequiresyoutofitit.

?FostereffectivecommunicationBothsynchronousand

asynchronouscom

-

munication

haveaplaceandshouldbethoughtfullysupportedwithtechnology(software)andotherresources(liketheoffice!).

?EnableeffectivecollaborationandswarmingThisisawell-establishedpatternforsuccessforanyteam,

includingdistributedandhybridones.

Foradistributedworkenvironment,the

rightprocessesandtoolsareespecially

complicated.Areservationsystemfor

teamspacesandwebcamsonoffice

whiteboardswon’tcutit.Youneedinfra-

structurethatisasaccessibleandeffectivevirtuallyasitisintheoffice.

“Workisnotaplace.

It’swhatyouaccomplishtogether.”

JimKalbach,ChiefEvangelist,Mural

16

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

SOLUTION:

Rememberthepurpose

oftheoffice

Tointentionallybuildyourworkplace

culturewiththenewmodelofworkin

mind,youneedtotakeastepbackandthinkaboutthepurposeoftheoffice.Thepandemichelpedusreconceiveworkandshoweduswhatcanbedoneremotely.Nowit’stimetoapplytheselearningstoaworldwheretheofficeis,again,anoption.

Asktwofundamentalquestions:

?Whatdoeshavingemployees

reportdailytoaparticularbuildingaccomplish?

?Doestheofficeprovideareturnon

investment(ROI)forboththebusinessandtheemployees?

Thesedays,whensomuchtimeisspent

communicating,building,andconnectingthroughdigitalplatforms,theofficelooksmorelikeoneofmanyresourcesfor

teamstoleveragewhenneeded.Becausephysicalspacesareahigh-costtoolfor

businesses,askifthevalueofmaintaininganofficeoutweighstheoverheadforyourteam?Ifyouransweris“yes,”thenitmakessensetoco-locate.If“no”—orifyoudon’tknow—consideriftheremightbeother

ways(andmoments)tobringpeople

togetherinacommonphysicalspaceforcollaboration,waysthatdon’trequiremain-tainingapermanentphysicalworkplace.

17

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

Issue4:Sustainability

Thefourthchallengefacedbydistributedteamsissustainability(youmightthinkaboutthisasstayingfarawayfrom

“burnout”).Whenworkingfromhomeisanoptionorthenormativebehavioroftheteam,thereisaveryrealdangerthatemployeeswillsetunsustainablesched-ulesforthemselves.

Itisalwaysdifficulttoshutoffafteralongdayofwork,andwhenyourofficeisyourdiningroomtable,slidingintoworking

12and14hourdayscanhappenalmost

withoutnotice.Thisisespeciallytrueifyouhaveteammemberswhoworkindifferenttimezones.WithworkspaceslikeSlackorMicrosoftTeamsservingthefunctionofadigitalheadquarters,it’salltooeasytonotknowwhenmostfolkshavecalleditaday.Inorganizationswithemployeesspread

acrosstimezones,acommonquitting

timenormmaybeimpossibletoachieve.

It’stimetolookatyourworkplaceculture:

?Areyouspeakingoutofbothsidesofyourmouthwhenitcomestotakingself-carebreaks?

?Isyourorganizationsendingmixedmessagesaboutwhatsustainabilitymeans?

?Issustainabilityavaluethatyoucom-municateonaregularbasis?

Whatwasonceasimmeringproblemwait-

ingtoboiloverbecame

afull-blowncrisis

inthepandemicage

.Yourteamneedsyou

tosupportthemastheylearnhowtoprior-

itizehappinessandmaintainasustainable

paceofwork.

We’vecomeupwiththreesolutionsto

achievethisgoal.

“Youknowyou’redoingtheHeartofScrumifeveryoneinvolvedwiththeprojectisalwaysconfidentthattheyknowasmuchastheyneedto,aboutwhat’sgoingon,what’s

done,andwhat’scomingup.”

RonJeffries,oneofthefoundersofExtremeProgramming(XP),AgileManifestosignatory

18

03:Addressingtheissues:collaboration,connection,intentionality,andsustainability

SOLUTION:

Maximizethemostoftimetogetherandapart

Teamsneedtomakethemostofboth

theirsynchronousandasynchronoustimetosucceed.Notonlydoyouwanttosticktocarefullythought-throughagendas

wheneverpossible,it’salsoimportanttotrackallyourworkandmakeitvisibletoeveryonesopeopleknowwhoneedstodow