In lean, we co-design and continuously improve processes and tools to better serve individuals and interactions said Claudio Perrone. Lean views problems as a gap between the current situation and the standard and expectation. Am interview with Claudio about problem solving and learning, and on tools that can be used to apply lean thinking for change in organizations.
The second annual Agile Singapore conference was held last week with over 400 attendees and 25 speakers who spoke on a wide range of topics from the agile mindset to technical practices and creating a culture of joy in work.
Jas Chong talked about HR in Agile and Agile in HR at the Agile Tour Brussels 2014 conference. She presented a case study where she worked as change manager together with an agile coach to introduce agile and lean practices in the organization, and worked closely with HR to realize these changes from the HR and organisation front.
Esther Derby talked about leaders at all levels at the Lean Kanban Central Europe 2014 Conference. She showed how you can create a more flexible organization with improved communication and decision taking by working on the conditions for leadership at all levels in the organization.
Metrics are engrained in kanban. They play a role in several kanban practices like visualizing and managing flow, and support the agenda’s for sustainability, service orientation and survivability. At the Lean Kanban Central Europe 2014 Conference Wolfgang Wiedenroth talked about the power of metrics. In his presentation he provided may examples of using metrics with kanban.
To thoroughly remove waste in a process you need flow to deliver just in time, and mindfulness and situational awareness in organizations to handle problems with processes and built in human intelligence. Organizations apply concepts from flow to develop what is needed and when it is needed and use pull to prevent inventories. What they also need is “Jidoka”: mindfulness and situational awareness.
Kanban is often used to manage work, but the concepts of kanban can also be used to guide a journey of change in an organization. This is a case study of an insurance company that used kanban to get change done to improve visibility and predictability and engaging their people.
Julian Harty is delivering a keynote talk at the upcoming Agile Pune conference focusing on the work he has been doing using agile approaches to improve education outcomes in developing nations. InfoQ interviewed him about his work and his upcoming keynote titled "If not now, when? If not you, who?"
In stead of feature farming, we need to deliver better outcomes and focus on the business results that we need to deliver. Measurements should provide insight into the outcomes because that is what is important. The Mobius loop can be used to define appropriate measurements.
Teams can share their experiences with other teams and coaches through storytelling. Agile coaches can facilitate a process of sharing experiences to empower teams and help them becoming self-organized said Patrick Steyaert and Wim Bollen. They showed a technique based upon archetype construction to draw learning’s from team stories which teams can use to design and travel their own agile journey.
When organization use kanban mainly for visualization of the work they may be missing out on benefits, says Matthew Philip. Introducing a flow manager role can help teams to reflect and find solutions to the problems that they are facing, thus catalyzing change in the organization.
Agile testing can be used when developing software for automotive systems. To adopt agile techniques in automotive the automotive SPICE V-model needs to be adopted to agile. One result from combining agile and SPICE as Xavier Martin presented at the QA&Test 2014 conference is that “intensive automated testing and client demonstrations helps to produce better products, rising clients satisfaction”.
Testing teams and their managers need to unlearn the traditional mindset and practices when they want to adopt an agile way of working says Navneet Goyal. At the International Conference on Software QA and Testing on Embedded Systems he gave a talk about how test teams should adapt themselves in agile projects.
Organizations should create an environment where people feel empowered and trusted, with a culture where leaders can thrive says Pawel Brodzinski. An interview in which Pawel shares his view on leadership and culture, explains what it is that makes leaders thrive in organizations and what organizations can do to create an environment where leadership would emerge.
Complexity is a direct indicator of software quality and costs: if the complexity for any code is high, the quality of that code will be lower and it will cost more to manage it. Complexity measurements can be used to estimate development and test activities and to decide where refactoring is needed to improve quality and prevent problems.