6-signs-agile-teams-may-need-training 
Roman Pichler
FEBRUARY 19, 2024
1] Figure 1: An Empowerment Model for Product People and Teams Level one represents the authority to decide how features are detailed and guide their implementation. Level three, finally, allows product people and teams to develop the product strategy including the value proposition and business goals.
Analysts Corner
DECEMBER 19, 2023
A collaborative effort can work only when all parties involved understand what both they and their collaborators need to be successful. by Karl Wiegers Ten signs that management doesn’t merely “support” requirements process improvements. Yet, it may have needs or requests from various stakeholders.
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Bridging the Gap
APRIL 6, 2022
Many business analysts feel like their role is not needed in agile. We hear that agile teams don’t want “requirements” and so we assume they don’t want business analysts! Here’s exactly why agile teams need business analysts. We hear that agile teams, they don’t want requirements.
Vitality Chicago
OCTOBER 1, 2022
I introduced the concept of #NoEstimates in a recent agile training class I was teaching at Northwestern University. Based on their pushback, I decided I needed to learn more about this line of thinking. (In In defense of my students, the class was titled Agile Estimating and Planning!). It comes from a place of fear.
Astera
JANUARY 19, 2024
However, as the technological landscape continues to diversify in 2024, businesses are exploring MuleSoft alternatives that cater to their unique needs and requirements. Dependency on Skilled Developers: Requires an experienced MuleSoft developer with a Java background in the team.
Analysts Corner
FEBRUARY 12, 2023
It is widely used as a reference and training tool for business analysts. Of course, for it to work, the analyst once again needs to provide the context of a business initiative. The application development is carried out by a third-party company following an agile approach.
Leading Agile
OCTOBER 10, 2018
Business agility means having the capability to “turn on a dime” at low cost and with low risk, to drive innovation, respond to market changes, and overcome the competition. In any enterprise that depends heavily on information systems, business agility is not possible without technical agility.
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