Q2. We are updating our technology infrastructure. Can we use Agile for that? Read more
Q3. In the public sector, is it possible to use Agile and still meet our traditional process management expectations? Read more
Q4. We struggle to break down our Agile teams’ work into shorter sprints and still maintain the focus on the customer. How can we do better? Read more
Q5. It’s demotivating when the idea you suggest in an Agile working session isn’t pursued. How can we encourage teammates to keep making suggestions to ensure that we keep getting good ideas? Read more
Q6. In the public sector, how do we reconcile Agile principles of distributed autonomy and learning from failure with our requirements for public scrutiny and political accountability? Read more
Q7. Can Agile work in human resources? How can we measure its outcomes? Read more
Q8. Agile ways of working are often seen as alternates to what organizations are doing now, which makes them harder to embrace. Is it possible to adopt and embrace select Agile principles within current ways of working? Read more
Q9. What are the proper responsibilities of the different Agile roles—namely, business owner, product owner, scrum master, and development team member? Read more
Q10. When executives are slow to embrace Agile, how can employees build sponsorship? Read more
Q11. Can Agile help companies successfully navigate a crisis such as Covid-19? Read more
Submit your question about Agile to the Doing Agile Right author team, Darrell Rigby, Sarah Elk and Steve Berez, or sign up to receive future Q&A posts via email.
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