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Self-organising Teams in Software Houses

You hear a lot about scrum rituals and artifacts. People write books on how to transfer their theoretical frames into reality. Yet sometimes striving for excellence in inspecting and adapting might lead us to losing sight of the very essence of agile software delivery, which is the self-organising team. A culture of openness and creativity, which results in a true understanding of agility, can only be built based on trust and independence.
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Fun fact: when I first looked at the job listing for a Project Manager at Netguru, I wasn’t sure if I would cut it. It’s that intimidating. Then I read through the offer and realised that while the skills required are quite specific, they are not rocket science. This is true for project management positions at other companies, as well.
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Let’s talk about health, but not about your physical health . Let’s talk about the health of your process. Didn’t you know that each process has its own health? Have you noticed that sometimes you have a process or flow but you don’t get the result you want?
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A month ago, I changed my position in the company and became the leader of the PMO (project, portfolio or program management office  –  pick the one you like). Our main goal is to make things work efficiently. We all know it’s hard.
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 I'm sure that you already know how good communication can boost the effectiveness of a team. And it's pretty easy to achieve good results when all team members are in the same room.  Question 1: But how to keep information and feedback flowing between different offices, companies, and timezones? Question 2: And is it really something that you should be concerned about since you show up at the office every day?
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Software development projects are difficult to manage. They are complex, fast-moving and involve people of varying competences. Today’s industry standard is agile management, which supports changing market realities and allows for fast iteration of ideas. It’s the perfect solution for startup founders and innovators. What is it like from the inside? Download our book and find out.
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“A perfect job for people who like challenges and learning new skills but are also flexible and able to adapt to changes”, this is how Marek Talarczyk, Netguru’s Chief of Operations, described the position of Head of Project Management. HoPM at Netguru will be responsible for six teams of almost 30 project managers running more than 85 projects a year in total with almost 70-percent project predictability. Sounds interesting? Read on and apply for Head of Project Management as the recruitment process is now open.
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This is a practical guide on improving predictability: you’ll learn how to recognise when you need to work on your predictability and how to set the right goals to achieve the results you want. At the very end of this article we also talk about the future and what the next steps will be for Netguru as we grow and mature as a company.
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On our quest for more predictability, we were visited by consultants with prior experience gained at leading software corporations. They were supposed to share their tools and processes and help us identify what we could improve in ours. In reality, they couldn’t help us. Our predictability was higher than theirs, and they saw no need to improve it any further.
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Developing a software product is a risk. Ask all the failed tech startups. According to this report by Small Business Trends, more than 50% of small businesses fail in their first 4 years. The leading reason? Incompetence, which basically means failure at applying good internal processes in business. So, what can you do to turn the odds in your favour?
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