Tamer Solieman

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Deep Work: Rules ...
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Doing Agile Right...
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Nov 08, 2022 10:21AM

 
The Product Book:...
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Oct 31, 2022 12:27AM

 
Book cover for Drive: The Surprising Truth About What Motivates Us
People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call “baseline rewards.” If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the ...more
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“As the agile coach, make sure the product owner knows how to prioritize the backlog and when to have it done. Offer to coach him through the thinking needed to prioritize it, but if he declines your offer and shows up to sprint planning with the backlog unprepared, then let the consequences be what they will be. In other words, let the product owner fail.”
Lyssa Adkins, Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition

Jurgen Appelo
“Change will not happen when people see it as something that doesn’t benefit them personally, or something that they’re unable to implement.”
Jurgen Appelo, How to Change the World: Change Management 3.0

Jurgen Appelo
“No matter how big the CEO’s chair is, an organization is not a machine driven by an owner. It is a social network.”
Jurgen Appelo, How to Change the World: Change Management 3.0

Daniel H. Pink
“Not always, but a lot of the time, when you are doing a piece for someone else it becomes more “work” than joy. When I work for myself there is the pure joy of creating and I can work through the night and not even know it.”
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us

Jurgen Appelo
“In order to change people’s behavior, instead of changing the people themselves (which is hard to do without an expensive operating table), you might want to consider changing the environment, and let the people (re‑)organize themselves.”
Jurgen Appelo, How to Change the World: Change Management 3.0

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