Icaching for mac3/26/2023 ![]() We have a clear approach to helping organizations make the transition to enterprise agility (Exhibit 1). Even a fairly uncontroversial organization norm-that annual people evaluations are done by “your boss”-doesn’t have to hold true when implementing enterprise-wide agile. Enterprise agile: Changing the fundamental DNA of an organizationĪgile at scale calls into question deeply entrenched wisdom around core processes such as budgeting, capital allocation, or people evaluation. ![]() Only by investing in agility coaches-and a comprehensive program to identify, train, and support them-can companies expect to scale and sustain agile across the enterprise. The degree of change required to adopt agile ways of working across an entire organization is simply too large to repurpose existing roles and structures. With this comes a need for the organization to operate differently. Rather, agility as an operating model requires the rewiring of core enterprise-wide processes. This is why trying to adapt project-management offices (PMOs) to support agile projects or bringing in more scrum masters is unlikely to be effective (see sidebar, “The scrum master’s role in scaling agile”). The big realization for many companies is that scaling agile is not simply a matter of replicating agile practices across more teams. However, where an individual team fits into a much more complex agile ecosystem, a coach with a broader set of organization experience is preferred. This is not to say that scrum masters can’t play an important role for concentrated agile efforts where individual team performance is the key focus. Scrum masters have traditionally had a software or delivery focus, whereas the challenge in enterprise agile relates equally to company-wide processes (for example, capital allocation) and the mind-sets that accompany these processes.This drives a culture of team accountability over escalation. The absence of a scrum master encourages self-organization and ownership within the team instead of passing impediments to the scrum master, team members now learn to own and remove obstacles themselves. Teams often hand off accountability for blockers to a scrum master.Where a large organization has hundreds or thousands of small agile teams, it will be impractical to have a scrum master embedded into every single team.I may d/l ICaching on my mac since that's what I always bring when traveling which is when I do most of my geocaching.We believe that the role of the scrum master is limited when it comes to scaling agile, for the following reasons: Although the computer I use most frequently is a Macbook pro I have access to a windows machine at home on which I can run GSAK. I have tried running GSAK on a mac and it's a bit of a hassle. Not all Garmin GPS devices support GGZ and photos. But overall it works well and I think it's better than trying to get GSAK to work non-natively on a mac. There are still many features that I'd like to see added, such as filtering from locations other than your home location, filter by route, and the ability to select an area on the map. I also discovered recently that iCaching will install photos associated with geocaches to your Garmin device (I also discovered recently that Garmin handhelds support the association of photos with geocaches.) ![]() I used to just load pocket queries directly from the website, but GGZ has changed my outlook on loading and managing geocaches. The motivating factor was the addition of GGZ support. I finally broke down and paid for iCaching.
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