To be successful, a company needs to become an agile enterprise. In this article Dragan Jojic explores “the agility challenge”: A company where employees are able to sense and respond to external inputs without managers having to tell them what to do, know what they are trying to achieve, understand why, be able to decide by themselves how to best do it and genuinely care that it gets done.
Christopher Avery will give a talk about leading yourself at the Scaling Agile for the Enterprise congress. InfoQ interviewed him about applying self leadership with the responsibility process, his view on self-organizing teams, the role for leadership in agile, and how top leadership differs in a small organization with only a few agile teams and in large organizations with many agile teams.
Many agile teams suffer from the mismatch of agile and organizational leadership with the latter being reflected by the organizational hierarchy. This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.
In the book Leading the Transformation executives Gary Gruver and Tommy Mouser share their experiences with applying lean and agile development methodologies in enterprise development teams.
Belinda Waldock has drawn on her experience coaching and mentoring organisations in the implementation of agile approaches inside and outside of IT and written the book “Being Agile in Business”
The book Software Development Metrics by Dave Nicolette explores how to use metrics to track and guide software development. It describes metrics for steering work and for managing improvement.
How we used Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We translated his principles into real strategies, trials and experiments.
The book "the nature of software development" intents to help people to organize their thoughts about value and find ways to deliver value in software development.
Moving from traditional project management to agile is a paradigm shift. This article discusses the role that management plays in organizations that have decided to adopt agile. 4
Little’s Law helps teams that use user stories for planning and tracking project execution, with a project buffer to manage inherent uncertainty of a fixed-bid project and protect its delivery date. 4
Claudio Perrone talks about continuous evolution, servant leadership, popcorn flow (continuous evolution through rapid experimentation), and doing experiments to make change more continuous.
Dominik Maximini researched the cultural aspects of organizations that use Scrum and published his findings, principles for implementing Scrum and suggestions on how to apply them, and a case study.