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In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Managers Create and Refine the Culture.
We hear about agile teams, in the form of product or feature teams. However, too many managers still work independently. That’s a problem when the teams have organizational problems a single manager can’t solve. Instead of managers working alone, what if we had teams of managers? Benefits of Management Teams.
Our approach is rooted in extreme programming and agile processes , and the foundation of our work environment is a pair programming culture. There’s no break in flow or train of thought. I’m not quite as motivated (in terms of my fitness) or organized (in terms of my timemanagement). It’s a rule.
For example, as a freelance contractor, my manager has the freedom to act on the advice he gives to clients and work with them as they implement recommendations, rather than either leaving prior to implementation or merely performing the work for them. They also need to manage their own training, resource development, and financing.
Only invest time and resources with clients that appreciate and need what you have to offer. This leads to improved win rates, higher customer satisfaction, and better timemanagement. For most sales teams, 80% of revenue should come from approximately 20% of clients; do not waste valuable time on unqualified prospects.
Only invest time and resources with clients that appreciate and need what you have to offer. This leads to improved win rates, higher customer satisfaction, and better timemanagement. For most sales teams, 80% of revenue should come from approximately 20% of clients; do not waste valuable time on unqualified prospects.
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