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Let me also please share a few insights from my many-decades-long career: When I began, minicomputers were the size of bread-boxes. Later on, when "PC's" ceased to be "a toy," you spent $3,000 for "one mega(!)byte and 33(!!) mega(!!!)-hertz," and thought that you'd spent your money wisely – because you had. "Customer-...


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I'm saddened to see all the responses suggesting some easy exit or simple solution involving some part of continued stifling of the team member. As previously stated, you must get those working agreements authored and committed to by the entire team via ceremonies intended to generate the agreements. From there using your Agile Practices, it's critical to ...


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A few years late, but I concur with the other contributors. Let's say it explicitly: there is no quick solution here. No switches to flick. It will take time to get to know your team - in fact the process may never be complete, because people change in their abilities and aspirations. One way you could get to know them well is to run workshops of 5-10 ...


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Here's an idea ... "pitch it to the team." Basically – "I've been trying to think of ways that we could make all of our work better and more efficient, and it occurs to me that - - -" Talk about various strategies and why you think they might be advantageous. Also, talk about things that you think might be problems or contra-indications....


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Kanban or something based on it sounds like a reasonable fit with your requirements. A board where work can be easily referenced according to the stage / state it is in, with clearly visible workloads is what Kanban is good at. I have run several pieces of work where we used a tabular form of tracking the status of each component, moving between different ...


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